• Juliana Rotter, Lucas P Carlstrom, Christopher S Graffeo, Cody L Nesvick, Marshall Gunnels, Jodi D Hellickson, Christopher Marcellino, and AtkinsonJohn L DJLDDepartment of Neurologic Surgery, Mayo Clinic, Rochester Minnesota, USA..
• Department of Neurologic Surgery, Mayo Clinic, Rochester Minnesota, USA. Electronic address: rotter.juliana@mayo.edu.
• World Neurosurg. 2022 Oct 1; 166: e475e483e475-e483.

ObjectiveExternal ventricular drain (EVD) and intracranial pressure (ICP) monitor placements are among the most common critical care procedures for severe brain injury. Quality improvement initiatives have streamlined similar processes. The aim of the project was to decrease the time to collect supplies for EVD or ICP monitor placement by 25% by April 1, 2021.MethodsThe project followed the define-measure-analyze-improve-control 6 sigma framework. Several quality gaps were identified: equipment stored separately, delays in replacing faulty items, and wasted resources. The team defined the process using the suppliers-inputs-processes-outputs-customers + requirements method, measured time to collect supplies, and analyzed data with an Ishikawa/fishbone diagram. The improve phase included a kaizen burst to generate solutions and an impact/effort grid to evaluate options. The team concluded that the optimal plan was to stock a mobile EVD cart and an ICP monitor pole with disposable go-bags.ResultsThe average time for nurses to collect EVD placement supplies decreased from 411 to 63 seconds (7-1 minute), and the average time for nurses to collect ICP monitor placement supplies decreased from 418 to 53 seconds (7-<1 minute). Residents decreased the time to obtain EVD placement supplies from 330 to 56 seconds (6-<1 minute) and ICP monitor supplies from 489 to 77 seconds (8-1 minute). Feedback was overwhelmingly positive and focused on improved process efficiency and reduced waste.ConclusionsThe time reduction and enthusiasm are likely associated with the simplicity and comprehensiveness of the intervention design. Including key stakeholders in decision-making and succinct communications reduced resistance to change.Copyright © 2022 Elsevier Inc. All rights reserved.

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