Rest for patients, focus for ICU staff

Silent Rooms in AZ Groeninge, Kortrijk, Belgium

AZ Groeninge in Kortrijk, part of the E17 network, combines technological advancements with warm and personalized care. This commitment served as the foundation for a transformative alarm management project within the Intensive Care Unit (ICU). Through a data-driven approach, AZ Groeninge eliminated unnecessary alarms and reduced superfluous noise, leading to the creation of ‘silent rooms’ – low-stimulus environments. As a result, both patients and staff now benefit from a calmer and more efficient work and living environment.

Care Manager Louis Van Slambrouck and Head of the Intensive Care Department Charlotte Van den Storme share their enthusiasm about how data-driven care and multidisciplinary collaboration have been the keys to success.

The cause: alarm fatigue and noise pollution

AZ Groeninge places great importance on providing safe and high-quality care. For years, constant alarms in the ICU were a source of distraction and noise pollution. A relentless flow of sounds and signals—alerts whose urgency was not always clear—overwhelmed both patients and staff. The risk of alarm fatigue among staff was high, as distinguishing between critical and non-critical warnings became increasingly challenging. Patients also suffered, especially at night, when rest is essential. “Hearing constant alarms in the ICU is stressful,” explains Charlotte. “It not only impacts the healing environment and the recovery process for patients but also our team, who already work in a highly demanding care setting.” After thorough analysis, the hospital decided to implement an alarm management system.

The solution: data-driven alarm management

Implementing an alarm management system required close collaboration between nurses, doctors, technicians, and external partners. Connecting monitors, ventilators, and infusion pumps to the central alarm system demanded specialized knowledge and precise coordination, where itemedical demonstrated its expertise. In the initial phase, the team analyzed all alarms: how frequently they occurred, how long they lasted, and whether they were truly necessary. This was no easy task, as it was challenging to determine which alarms were essential and which were not without clear insights. “We worked for a long time with a dual-alarm system, allowing us to test and adjust configurations easily. If a particular alarm setting didn’t work, we could modify it without compromising safety,” explains Charlotte. “The quick interventions from our partners, itemedical and 25/8, made it possible to execute the project efficiently while ensuring continuous monitoring of our patients thanks to the dual-alarm system. Mathias’ contribution as an alarm coach was also invaluable,” she adds. “This project required objective data to support our decisions. We collected data for a year to gain a clear understanding of which alarms were truly necessary,” says Louis Van Slambrouck, care manager.

The team adjusted alarms without compromising safety. Additionally, alarms could not simply be turned off without a legal and technical safety framework, which required careful consideration. Louis: “It was not an easy task to decide which alarms could be delayed or silenced without affecting safety. These decisions were made collaboratively, involving nurses, doctors, and technicians in a multidisciplinary approach.”

From noise to calm

The results were remarkable. Where patients previously heard an average of two alarms per minute, this has now been reduced to two per hour. This has created a calmer ICU environment where the team can work with greater focus, thanks to alerts that truly matter. “Our patients can finally sleep through the night without being constantly disturbed by alarm sounds,” says Charlotte. Nurses now work more efficiently and with greater concentration, which has also positively impacted clinical outcomes.

The new situation also required a behavioral shift among staff. Nurses had to get used to the newfound silence, which initially felt unsettling. “Many nurses were somewhat hesitant at first,” Charlotte admits. “Many associated the alarm sounds with a sense of safety. The transition, therefore, required significant communication and adaptation.”

Lessons learned: cultural change and evaluation

A phased rollout and continuous evaluation proved to be crucial. Together with the itemedical alarm coach, the team regularly discussed adjustments and implemented improvements. “Some alarms turned out to still be suboptimal after adjustments and were immediately fine-tuned,” says Charlotte. “We learned as we went along and kept all stakeholders informed.”

Effective communication played a key role. By involving staff from the start, they were able to implement the new system effectively. Louis: “Changing habits takes time and patience, but the results are worth it.”

A clear legal framework was also essential to ensure patient safety, with well-defined agreements on responsibilities within the alarm chain, from manufacturer to caregiver. For eleven months, dual alarms—both via monitors and smartphones—were maintained to ensure the safety of every adjustment. “Looking back, we might have been able to shorten this period,” Louis reflects. “But it was important to be certain that all changes were safe for the patient.”

The way forward: continuous improvement and future vision

Following the successful implementation, the focus is now on refinement and maintaining a culture of alertness. The monitors are now permanently set to silent, and the ICU will soon replace the infusion pumps with new ones featuring a silent mode. Regular evaluations ensure that the system continues to meet the needs of both patients and staff. Charlotte explains: “The data showed that certain alarms were unnecessarily triggered by minor actions. This required a review of work procedures and habits.” The cultural shift brought about by the project takes time but contributes to lasting improvements in the quality of care. Charlotte continues to analyze alarm data to identify new areas for improvement.

Conclusion: inspiration for other healthcare instutions

The alarm management project demonstrates how a data-driven approach and multidisciplinary collaboration with various stakeholders in the alarm chain can yield transformative results. The ‘silent rooms’ combine technological innovation with a shift toward warmer, patient-centered care and greater job satisfaction for staff. “This change not only improves the quality of care but also creates a workplace where nurses, doctors, and other staff feel comfortable and supported,” concludes Van Slambrouck. “We can now see that we have found the right balance between technology and personal care.”

AZ Groeninge continues to monitor the project and is investing in new technologies to further improve healthcare delivery. “This project shows that technology and personal care can coexist seamlessly,” says Van Slambrouck.

With this approach, AZ Groeninge inspires other healthcare institutions and demonstrates that technology and tailored solutions contribute to a better balance between patient safety, care quality, and workplace satisfaction.