ArticleBMJ open quality2025
Same-day discharge pathway for elective total hip and knee arthroplasty patients: a quality improvement project at a Canadian community hospital.
Article in BMJ open quality, 2025. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 1 paper.
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1 citing paper in PubMed.
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6 authors.
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Abstract
Total hip arthroplasty (THA) and total knee arthroplasty (TKA) surgeries performed annually are increasing, with over $1.26 billion in hospital costs, according to the 2021/2022 Canadian Institute of Health Information report. A trend towards same-day surgery has helped support the rising demand for arthroplasty in an ageing population and has established evidence for patient safety and satisfaction.Burnaby Hospital sought to develop a same-day pathway to increase at-home recovery opportunities and associated recovery benefits. The aim was to increase the same-day discharge (SDD) rate for THA and TKA from 8% to 15% within a 12-month period.The project team used the Model for Improvement framework to guide the team in achieving the project aim. A series of Plan-Do-Study-Act cycles and ramps were conducted on five interventions: screening tool, focused arthroplasty same-day track automatisation, surgical and anaesthesia standardisation and patient education resources.The health authority's electronic health records (MEDITECH) were used to extract 18 months of baseline data. The data analysis software (SQCPack) was used to monitor the data throughout the project to assess its progress. The results of the SDD rate increased from 8% to 20% with a success rate of 82% SDD, while achieving a decrease in readmission rates to 4-7% from a baseline average of 7-8%. There was no increase in emergency room visits and readmission within 30 days for SDD when compared with the standard inpatient cases. Both staff and patients reported high levels of satisfaction.Driven by a working group creates success with clear goals, strong departmental collaboration, and substantial stakeholder and leadership support. The team viewed failures as learning opportunities to adapt new Plan-Do-Study-Act cycles and strategies for developing continuous improvement throughout the project's life cycle. Process automation was key for a sustainable path for improvements; this provided resiliency against changes from external and staffing pressures.
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