<p><em>Syfte:</em> Utvärdering av hur patienter upplever den förbokade återbesökstiden, väntetiden samt personalens bemötande vid återbesöket. Syftet är även att undersöka hur personal på ortopedens nyinrättade ”snabbmottagningen” vid AS upplever stress, patientflöde samt telefonförfrågningarna, efter införandet enligt Lean-modellen</p><p><strong></strong><em>Metod:</em> Deskriptiv kvantitativ enkätstudie. Slumpmässigt urval utfördes på patienter och av hundra procent (n=55) tillfrågade, deltog fyrtionio procent (n=27). Av hundra procent tillfrågad personal (n=14), deltog sextiofyra procent (n=9). Urvalet utförde avdelningschefen.</p><p><strong></strong><em>Resultat<strong>:</strong></em> Utvärderingen av patienternas upplevelser av planerad återbesökstid, bemötande och väntetid på snabbmottagningen var generellt mycket bra. Personal på ortopedmottagningens snabbmottagning upplevde ingen större förändring efter införandet enligt Lean-modellen.</p><p><strong></strong><em>Slutsats:</em> Resultatet visar att patienterna upplevde den planerade återbesökstiden generellt mycket bra. Personalens upplevde inte att arbetet förändrats. Fler och större studier behövs för att utvärdera organisationsförändringar som initierats av Lean-modellen.</p> / <p><em>Aim:</em> Evaluation of paitents’ experiences of the prebooked time for next appointment, the waiting time and the staff’s treatment at the next appointment. The aim is also to examine how the staff at the newly established orthopedic “quickreception” at the Uppsala University hospital experience stress, patientflow and the telephonerequests, after the introduction according to the Lean-model.</p><p><em>Method</em>: Descriptive quantitative inquirystudy. Patients were selected randomly and out of one hundred percent (n=55) who were asked, fortynine percent (n=27) participated. Out of one hundred percent (n=14) of the staff asked, sixtyfour percent (n=9) participated. The selection was made by the head of the ward.</p><p><em>Results</em>: Evaluation of the patients’ experiences of the planned time for next appointment, treatment and waiting time at the “quickreception” was generally very good. The staff at the orthopedic “quickreception” did not experience a big change after the introduction according to the Lean-model.</p><p><em>Conclusion:</em> The results show that the patients experienced the planned time for next appointment generally very good. The staff did not experience that the work had changed. More and larger studies are needed to evaluate changes of organisations that were initiated by the Lean-model.</p>

Syfte: Utvärdering av hur patienter upplever den förbokade återbesökstiden, väntetiden samt personalens bemötande vid återbesöket. Syftet är även att undersöka hur personal på ortopedens nyinrättade ”snabbmottagningen” vid AS upplever stress, patientflöde samt telefonförfrågningarna, efter införandet enligt Lean-modellen Metod: Deskriptiv kvantitativ enkätstudie. Slumpmässigt urval utfördes på patienter och av hundra procent (n=55) tillfrågade, deltog fyrtionio procent (n=27). Av hundra procent tillfrågad personal (n=14), deltog sextiofyra procent (n=9). Urvalet utförde avdelningschefen. Resultat: Utvärderingen av patienternas upplevelser av planerad återbesökstid, bemötande och väntetid på snabbmottagningen var generellt mycket bra. Personal på ortopedmottagningens snabbmottagning upplevde ingen större förändring efter införandet enligt Lean-modellen. Slutsats: Resultatet visar att patienterna upplevde den planerade återbesökstiden generellt mycket bra. Personalens upplevde inte att arbetet förändrats. Fler och större studier behövs för att utvärdera organisationsförändringar som initierats av Lean-modellen. / Aim: Evaluation of paitents’ experiences of the prebooked time for next appointment, the waiting time and the staff’s treatment at the next appointment. The aim is also to examine how the staff at the newly established orthopedic “quickreception” at the Uppsala University hospital experience stress, patientflow and the telephonerequests, after the introduction according to the Lean-model. Method: Descriptive quantitative inquirystudy. Patients were selected randomly and out of one hundred percent (n=55) who were asked, fortynine percent (n=27) participated. Out of one hundred percent (n=14) of the staff asked, sixtyfour percent (n=9) participated. The selection was made by the head of the ward. Results: Evaluation of the patients’ experiences of the planned time for next appointment, treatment and waiting time at the “quickreception” was generally very good. The staff at the orthopedic “quickreception” did not experience a big change after the introduction according to the Lean-model. Conclusion: The results show that the patients experienced the planned time for next appointment generally very good. The staff did not experience that the work had changed. More and larger studies are needed to evaluate changes of organisations that were initiated by the Lean-model.

This study explores the experiences of relatives waiting. Often relatives wait for considerably long periods, especially in critical care areas, whilst their loved one, whose health status is unknown, receives care. To explore these experiences and to understand the symbolic meaning behind the participants’ stories, a grounded theory approach was utilised which is firmly rooted in the sociological theory of symbolic interactionism. A qualitative approach was employed in order to yield a rich description of the human experience often not found in quantitative studies (Jamerson, Scheibmeir, Bott, Crighton, Hinton and Kuckelman, 1996, p. 468). Similarly, the use of feminist principles to guide this study has facilitated a greater understanding of such issues as gender roles, language, power and hierarchy. Using grounded theory methodology, audio-taped interviews were conducted with six female relatives who were recruited using theoretical sampling. Simultaneous recruitment, data collection, analysis and literature review took place, as advocated and outlined by Barney Glaser and Anselm Strauss (1967). The overarching core category discovered using this approach which epitomises the waiting experience, is the balancing of both positive and negative aspects of the four codes identified. These four codes are -mothering, trust, flustered anxiety and institutional and medical power. Each code had negative aspects, such as being denied the felt need to mother the critically ill loved one, being asked to entrust the health of a loved one to people that relatives had never met, feelings of fluster and anxiety, and a perception that they would interfere with medial care if they were to be involved in their loved one’s care. Conversely, each code could potentially have a positive aspect, such as being involved in the care of the loved one, feelings of relief once the care of the loved one was entrusted to ‘professional’ health care providers, affiliating with other relatives who were waiting in similar circumstances, and receiving frequent information from staff. A final model was produced that illustrates the balance that many relatives aspire to when waiting in the Emergency Department waiting room. If the balance tips in favour of the negative aspects of the codes, a negative impact on the relative’s feelings of well being can result.