Quality and Safety Initiatives at the Volta River Authority Hospital in GhanaKim Mahoney Hofmann
The document describes quality and safety initiatives at the Volta River Authority Hospital (VRAH) in Ghana. A team from the University of Utah conducted a study at VRAH to establish a baseline for current processes and quality metrics. They observed 10 surgical procedures, found high adherence to safety protocols, and administered employee and patient surveys. The surveys showed high job satisfaction but identified opportunities to improve patient discharge information and medication communication. Next steps involve designing improvements in these areas and monitoring their impact.
Real World Evaluation and implementation of a diagnostic test for pre-eclampsiaWalt Whitman
The document discusses a case study evaluating the real-world implementation of a diagnostic test for pre-eclampsia across 7 hospitals in the Thames Valley region, with the goals of standardizing adoption of preeclampsia testing to improve patient safety, clinical capacity, reduce unnecessary admissions, and lower overall system costs.
This study evaluated an office hysteroscopy service with 700 annual cases. A retrospective review of 141 women undergoing NovaSure endometrial ablation from 2011-2015 found 79% did not require further treatment, while 21% received additional care including 10% who had a hysterectomy. A survey of 100 women in the office hysteroscopy service from 2015-2016 found high satisfaction, with 93 women scoring overall acceptability ≥8 and stating they would repeat the procedure. While 17 women reported severe pain during treatment, staff were found to be supportive and privacy was maintained.
Bringing Quality to Life - QMS in an NHS Investigator SitePiran Sucindran
This is a brief description of work done with the Guys and St Thomas' Oncology and Haematology Clinical Trials team in developing a Quality Management System for clinical trials. Included is a scalable model for an investigator site QMS. This was originally presented at the Arena Conference - Clinical Operations in Oncology in 2015.
This document provides guidance on incident management and root cause analysis for NHS screening programs. It describes what constitutes a screening safety incident and outlines requirements for managing safety concerns, incidents, and serious incidents. The Safety Incident Assessment Form is used for fact-finding and recommending actions. It also discusses accountability, roles, and responsibilities and recommends using a RASCI framework. Root cause analysis is described as an evidence-based process to identify the underlying causes of problems in order to develop targeted actions to prevent recurrence.
13.50 p.m. competency and development techs vrPHEScreening
The document discusses the roles and responsibilities of Clinical Skills Trainers (CSTs) and Ultrasound Leads in abdominal aortic aneurysm screening programs. CSTs are responsible for training screening technicians, monitoring image quality, reviewing atypical findings, and equipment maintenance. Ultrasound Leads monitor staff accreditation and image quality assurance, review incidental findings, and perform equipment maintenance. Both CSTs and Ultrasound Leads assess trends in screening outcomes, provide quarterly feedback to technicians, and support technicians' professional development. The document explores how data systems and feedback can help CSTs and Ultrasound Leads fulfill these responsibilities.
Quality and Safety Initiatives at the Volta River Authority Hospital in GhanaKim Mahoney Hofmann
The document describes quality and safety initiatives at the Volta River Authority Hospital (VRAH) in Ghana. A team from the University of Utah conducted a study at VRAH to establish a baseline for current processes and quality metrics. They observed 10 surgical procedures, found high adherence to safety protocols, and administered employee and patient surveys. The surveys showed high job satisfaction but identified opportunities to improve patient discharge information and medication communication. Next steps involve designing improvements in these areas and monitoring their impact.
Real World Evaluation and implementation of a diagnostic test for pre-eclampsiaWalt Whitman
The document discusses a case study evaluating the real-world implementation of a diagnostic test for pre-eclampsia across 7 hospitals in the Thames Valley region, with the goals of standardizing adoption of preeclampsia testing to improve patient safety, clinical capacity, reduce unnecessary admissions, and lower overall system costs.
This study evaluated an office hysteroscopy service with 700 annual cases. A retrospective review of 141 women undergoing NovaSure endometrial ablation from 2011-2015 found 79% did not require further treatment, while 21% received additional care including 10% who had a hysterectomy. A survey of 100 women in the office hysteroscopy service from 2015-2016 found high satisfaction, with 93 women scoring overall acceptability ≥8 and stating they would repeat the procedure. While 17 women reported severe pain during treatment, staff were found to be supportive and privacy was maintained.
Bringing Quality to Life - QMS in an NHS Investigator SitePiran Sucindran
This is a brief description of work done with the Guys and St Thomas' Oncology and Haematology Clinical Trials team in developing a Quality Management System for clinical trials. Included is a scalable model for an investigator site QMS. This was originally presented at the Arena Conference - Clinical Operations in Oncology in 2015.
This document provides guidance on incident management and root cause analysis for NHS screening programs. It describes what constitutes a screening safety incident and outlines requirements for managing safety concerns, incidents, and serious incidents. The Safety Incident Assessment Form is used for fact-finding and recommending actions. It also discusses accountability, roles, and responsibilities and recommends using a RASCI framework. Root cause analysis is described as an evidence-based process to identify the underlying causes of problems in order to develop targeted actions to prevent recurrence.
13.50 p.m. competency and development techs vrPHEScreening
The document discusses the roles and responsibilities of Clinical Skills Trainers (CSTs) and Ultrasound Leads in abdominal aortic aneurysm screening programs. CSTs are responsible for training screening technicians, monitoring image quality, reviewing atypical findings, and equipment maintenance. Ultrasound Leads monitor staff accreditation and image quality assurance, review incidental findings, and perform equipment maintenance. Both CSTs and Ultrasound Leads assess trends in screening outcomes, provide quarterly feedback to technicians, and support technicians' professional development. The document explores how data systems and feedback can help CSTs and Ultrasound Leads fulfill these responsibilities.
Screening for critical_congenital_heart_defects_with_pulse_oximetry_uk_perspe...eram sid
This document discusses pulse oximetry screening for critical congenital heart defects. It provides background on studies showing pulse oximetry can detect many cases of critical CHD before clinical symptoms appear. While early studies had small sample sizes, later studies of over 100,000 babies screened in the UK found a sensitivity of 83.6% and low false positive rate of 0.3%. The document examines different screening protocols and their effectiveness. It concludes that pulse oximetry screening is a feasible, acceptable, and cost-effective approach to reducing the diagnostic gap for critical CHD.
AHP Unscheduled Care Event 2019 (Morning Session)AHPScot
The document discusses the vital role that allied health professionals (AHPs) play in unscheduled care. It notes that AHPs are an essential group that can support six essential actions to improve unscheduled care. The document highlights several ways that AHPs can make a difference at various points along the patient journey from the ambulance service through the acute setting. It also discusses some of the challenges around patient flow and reasons for delays in discharging patients. Overall, the document emphasizes the importance of AHPs and having the right staff with the right skills in the right places to effectively support patients through the unscheduled care pathway.
How Testing Standardization Reduced Charges for Solid Organ Transplant Patien...Kim Mahoney Hofmann
Improvement work isn’t easy, especially when it attempts to address rising health care costs. Solid organ transplant coordinator Sharon Ugolini and her team led award-winning work implementing new protocols for common tests. That led to more than just reduced patient charges, though — ordering appropriate tests increases value and quality, as well.
Infection and bone marrow suppression are common complications our solid organ transplant patients experience. Even though we routinely monitor those complications, we’ve found a lot of system-wide inconsistencies related to the lab work involved. These inconsistencies can lead to repetitive blood draws, delayed results and care, increased patient charges due to multiple lab visits to collect missed or incorrect tests, and patient dissatisfaction. Our objective was to investigate whether the implementation of protocols standardizing lab order sets could result in reduced charges for solid organ transplant recipients.
10.15 p.m. roles and responsibilities cst vrPHEScreening
The document discusses the roles and responsibilities of Clinical Skills Trainers (CSTs) and Ultrasound Leads in abdominal aortic aneurysm (AAA) screening programmes. CSTs are responsible for training other staff, monitoring screening technician quality through clinic visits, and maintaining equipment. Ultrasound Leads monitor staff accreditation and image quality assurance, review any incidental findings, and maintain screening equipment. Both roles work to ensure screening quality and that staff are properly trained and accredited according to national specifications.
The document discusses using data to improve emergency department operations. It summarizes how collecting data on doctor time spent per patient and total ED work can help identify areas for improvement. Taking 10 extra minutes to properly assess a patient could result in a 2-3% improvement in meeting the 4-hour target. Heat maps showing patient volumes over time helped staffing profiles be adjusted and the medical assessment unit hours extended during peak times. Staff found visualizing the data in this way helped them better understand issues and plan targeted improvements to help patients flow through the ED system more efficiently.
15.45 p.m. 16.30 p.m. - learning from audits pbPHEScreening
This document summarizes the results of an audit of multi-disciplinary operational group meetings across several NHS cancer screening programs. The audit found variability in adherence to standards, with only two of five programs meeting monthly as required. Meeting attendance was incomplete, and one program did not take minutes. The audit recommendations include holding monthly meetings according to guidelines, establishing terms of reference, and regularly minute-taking and auditing meetings to improve adherence to standards.
Improving ABG Utilization in Cardiovascular ICU Inpatients at U of U HealthUniversity of Utah
General Surgery resident Riann Robbins is on a journey to reduce unnecessary tests. She recently shared her teams work to tackle ABG testing in critical care at the annual Surgery Value Symposium. What did she learn? Seuss said it best: “Unless someone like you cares a whole awful lot, nothing is going to get better. It’s not.”
15.45 p.m. 16.30 p.m. learning from audits and incidents - pbPHEScreening
1) An audit of AAA screening program operational meetings found variable compliance with standards, with only half meeting monthly as required. Key learning included developing terms of reference and improving meeting attendance and record-keeping.
2) An analysis of AAA screening incidents in London from 2014-2016 identified 17 screening safety incidents and 1 serious incident reported, with varying timescales for investigation. Themes included issues with ultrasound machines, delayed letter printing, and unregistered patients.
3) Lessons from national AAA screening incidents from April-October 2016 involved 21 reported incidents affecting 466 people. Themes included hospital referral delays and strengthened medical history checks. Improved tracking processes and administrative support were recommended.
This document summarizes a presentation about transcatheter valves. It discusses:
1) Transcatheter aortic valve replacement (TAVR) can save lives for patients who are high risk for open heart surgery, with over 400 TAVR cases performed at the hospital.
2) TAVR has led to shorter ICU stays and lower costs compared to open heart surgery.
3) Transcatheter mitral valve repair using the MitraClip device is an option for frail, high risk patients and has shown success in early U.S. experiences.
4) The hospital has become a world-class center for valve disease due to partnerships, experience, and continued innovations in transcatheter procedures
Stacy Kozak, Manager with the Alberta Health Services (AHS) Surgery Strategic Clinical Network (SSCN) will provide insight on the province-wide approach that has taken compliance with the AHS Safe Surgery Checklist from 50 to better than 90 per cent in two years. WATCH: http://goo.gl/AGde67
Critical Care Research: Connection to PracticeAllina Health
1) The document discusses a critical care research program at Abbott Northwestern Hospital with the goals of conducting studies to improve patient outcomes, enhance quality of care, and reduce costs.
2) The program involves intensivists, hospitalists, and other clinical specialties conducting studies and presenting findings to improve practice.
3) Several ongoing studies are summarized that examine issues like postoperative monitoring, pulmonary ultrasound scoring, infection risks, and outcomes after procedures.
The document describes a quality improvement project to implement a written "Blood Board" to improve staff satisfaction with the laboratory blood draw process on a cardiac unit. Staff satisfaction was measured before and after the change using a survey. Initially, satisfaction averaged 3.33 out of 5. After introducing the Blood Board, satisfaction increased to an average of 3.87 out of 5, though the goal of 4.0 was not yet reached. The project aimed to better coordinate drawing blood by incorporating the existing electronic health record system while improving communication between staff.
Brandon Brown is seeking employment as a Clinical Laboratory Scientist. He has over 5 years of experience working in hospital laboratories, including his current role as a Medical Technologist at Houston Methodist Hospital where he performs urinalysis, chemistry, coagulation, blood gas, and platelet testing. Brown has a Bachelor's degree in Medical Technology from the University of Arkansas and a Master's degree in progress from the University of Southern Mississippi. He has ASCP certification and references available.
This document discusses a project to improve patient wait times and satisfaction scores at an ambulatory surgery center. Studies found actual surgery start times ranged from 6 minutes to 2 hours and 50 minutes later than scheduled. The average registration wait was 17 minutes and preparation time was 33 minutes. Recommendations include changing scheduling practices based on average surgeon times, dedicating registration staff, and educating staff on updating patients about delays every 15 minutes. Implementing these measures could increase satisfaction scores and the center's preference among patients.
Linda Perryman has over 30 years of experience in laboratory management, most recently as Director of Laboratory, Cardiopulmonary, and Sleep Services at Emory-Adventist Hospital. She has a proven track record of strong leadership, budget management, and regulatory compliance. Her expertise includes The Joint Commission, AABB, and CLSI standards. She is seeking to continue her career with a new organization through team and leadership practices.
This document describes a hospital's efforts to improve laboratory test turnaround times. A retrospective review found that only 30% of morning blood draw results were available by 8am. The lab created a team goal to have 80% of 5am blood draw results by 8am. The team identified issues like misaligned shifts and workflows. Their action plans included adjusting phlebotomist and accessioner shifts to match morning volumes, using tracking to monitor turnaround times, and staff education. After implementing these changes, the percentage of hematology test results available by 8am increased from 30% to over 75%. The document emphasizes the importance of engaging staff and recognizing their contributions to achieving process improvements and better patient care outcomes.
Formation of a multi-discipline advanced endoscopy inpatient teamJason Sims
A multi-discipline advanced endoscopy inpatient team was formed to decrease bottlenecks in patient flow in a limited unit work space. The team identified common causes of bottlenecks like unstable patient comorbidities, altered anatomy, additional needed interventions, and tardiness. They collected data on procedure times, wait times, and patient volumes. An intervention was implemented where the inpatient team assesses patients before arrival to expedite the process and free up rooms. Considerations included staff engagement, unit design, and dedicated transport. The team aimed to improve efficiency through process changes while maintaining quality care.
This is a study case in all the photosthe SIPOC diagram bel.pdfjkcs20004
This is a study case in all the photos
the SIPOC diagram bellow is incomplete and wrong I need to fix it
Perfect Match TEAM APPLIES n January 2008, the University of Toledo Medical Center
(UTMC) in northwest Ohio collaborated with the University of Toledo's Industrial SIX SIGMA
TO Engineering Department to analyze and improve the preoperational processes for patients
undergoing kidney transplants. Six Sigma was applied to the REDUCE TIME project, and the
following goals were established: IT TAKES TO - Optimize cycle times. QUALIFY PATIENTS
- Enhance customer satisfaction. - Improve efficiencies. FOR KIDNEY - Reduce costs.
TRANSPLANTS - Streamline administrative processes. - Eliminate errors. - Improve protocol
execution and effectiveness. The project's primary metric was the number of days required from
the date a patient was referred to UTMC for a kidney transplant to the date the hospital staff
declared the patient a suitable transplant candidate. The research By Matthew was needed and
the project selected because of an increase in the number of Franchetti and year because of the
increased service area for UTMC. Because of a waiting list of nearly 500 patients, it was
determined a reduced cycle time would save lives. Kyle Bedal, Background and terminology
University of For more than 30 years, UTMC has performed adult and pediatric kidney Toledo
transplants as one of the treatment options for end-stage renal disease. Since UTMC's first
kidney transplant operation in 1972, more than 1,500 kidney transplant operations have been
performed there, with an average patient survival rate of 98% and a graft survival rate of 94%.
The program relies on advanced surgical techniques-including laparoscopic kidney donation,
improved anti-rejection medications and high-quality patient care-to make it one of the most
successful programs in the country. There are a number of steps patients must complete before
receiving a kidney transplant. Generally, the patient must be referred to a medical center and
complete required labs and tests to determine if he or she is suitable. The labs and tests are
usually similar among all transplant centers and among patients. The labs include tuberculosis
(TB) tests, dental clearance, a colonoscopy, chest X-rays, electrocardiography tests, stool
samples, blood work, mammograms, pap smears and diabetes tests. Once the patient fulfills the
requirements, a committee reviews the results and determines whether the patient is a good
candidate. The patient is then allowed to receive a kidney; this is called being "listed," or placed
on the waiting list.
Fil TB EK Often, the time required to complete these health Partnering With Your Transplant
Team, The Patient's Guide screenings is up to nine months. In addition, another to
Transplantation. 2 two years may pass after the patient is listed before a The team deployed the
define, measure, analyze, kidney transplant is performed. improve and control (DMAIC)
approach for this Six It is.
The document describes the implementation of a central specimen accessioning department at a VA medical laboratory. It outlines the vision, analysis conducted, improvement team assembled, and plan to set up an area for specimen drop-off, entry into the lab information system, processing, and delivery to departments. Metrics measured before and after implementation showed decreased turnaround times for MRSA samples and certain tests from the emergency room. The change was successful and later expanded to other shifts.
Surgeon Champion Call 2010 - Dr Peter Dorismart1971
This document summarizes the journey of Surrey Memorial Hospital in implementing the ACS-NSQIP program to track surgical outcomes and improve quality. It describes initial challenges with data quality including missing data, coding errors and inconsistencies that were addressed through staff education and updated processes. It provides examples of pneumonia and catheter-associated urinary tract infection prevention initiatives that were undertaken using a team-based approach including practice changes, education and audits to reduce infection rates. Graphics show outcomes data over time comparing the hospital to NSQIP benchmarks.
Launch of updated Cervical Screening Programme sample taker e-learning modulePHEScreening
The document discusses the cervical screening programme update in England. It provides information on:
- The implementation of HPV primary screening and the benefits of this approach.
- Updates to guidance documents, standards, and the call and recall system provided by Primary Care Support England.
- Efforts to improve cervical screening coverage rates through data analysis, community engagement, and working with sexual health services.
- The development of an e-learning module on the cervical screening programme to provide education and training.
Screening for critical_congenital_heart_defects_with_pulse_oximetry_uk_perspe...eram sid
This document discusses pulse oximetry screening for critical congenital heart defects. It provides background on studies showing pulse oximetry can detect many cases of critical CHD before clinical symptoms appear. While early studies had small sample sizes, later studies of over 100,000 babies screened in the UK found a sensitivity of 83.6% and low false positive rate of 0.3%. The document examines different screening protocols and their effectiveness. It concludes that pulse oximetry screening is a feasible, acceptable, and cost-effective approach to reducing the diagnostic gap for critical CHD.
AHP Unscheduled Care Event 2019 (Morning Session)AHPScot
The document discusses the vital role that allied health professionals (AHPs) play in unscheduled care. It notes that AHPs are an essential group that can support six essential actions to improve unscheduled care. The document highlights several ways that AHPs can make a difference at various points along the patient journey from the ambulance service through the acute setting. It also discusses some of the challenges around patient flow and reasons for delays in discharging patients. Overall, the document emphasizes the importance of AHPs and having the right staff with the right skills in the right places to effectively support patients through the unscheduled care pathway.
How Testing Standardization Reduced Charges for Solid Organ Transplant Patien...Kim Mahoney Hofmann
Improvement work isn’t easy, especially when it attempts to address rising health care costs. Solid organ transplant coordinator Sharon Ugolini and her team led award-winning work implementing new protocols for common tests. That led to more than just reduced patient charges, though — ordering appropriate tests increases value and quality, as well.
Infection and bone marrow suppression are common complications our solid organ transplant patients experience. Even though we routinely monitor those complications, we’ve found a lot of system-wide inconsistencies related to the lab work involved. These inconsistencies can lead to repetitive blood draws, delayed results and care, increased patient charges due to multiple lab visits to collect missed or incorrect tests, and patient dissatisfaction. Our objective was to investigate whether the implementation of protocols standardizing lab order sets could result in reduced charges for solid organ transplant recipients.
10.15 p.m. roles and responsibilities cst vrPHEScreening
The document discusses the roles and responsibilities of Clinical Skills Trainers (CSTs) and Ultrasound Leads in abdominal aortic aneurysm (AAA) screening programmes. CSTs are responsible for training other staff, monitoring screening technician quality through clinic visits, and maintaining equipment. Ultrasound Leads monitor staff accreditation and image quality assurance, review any incidental findings, and maintain screening equipment. Both roles work to ensure screening quality and that staff are properly trained and accredited according to national specifications.
The document discusses using data to improve emergency department operations. It summarizes how collecting data on doctor time spent per patient and total ED work can help identify areas for improvement. Taking 10 extra minutes to properly assess a patient could result in a 2-3% improvement in meeting the 4-hour target. Heat maps showing patient volumes over time helped staffing profiles be adjusted and the medical assessment unit hours extended during peak times. Staff found visualizing the data in this way helped them better understand issues and plan targeted improvements to help patients flow through the ED system more efficiently.
15.45 p.m. 16.30 p.m. - learning from audits pbPHEScreening
This document summarizes the results of an audit of multi-disciplinary operational group meetings across several NHS cancer screening programs. The audit found variability in adherence to standards, with only two of five programs meeting monthly as required. Meeting attendance was incomplete, and one program did not take minutes. The audit recommendations include holding monthly meetings according to guidelines, establishing terms of reference, and regularly minute-taking and auditing meetings to improve adherence to standards.
Improving ABG Utilization in Cardiovascular ICU Inpatients at U of U HealthUniversity of Utah
General Surgery resident Riann Robbins is on a journey to reduce unnecessary tests. She recently shared her teams work to tackle ABG testing in critical care at the annual Surgery Value Symposium. What did she learn? Seuss said it best: “Unless someone like you cares a whole awful lot, nothing is going to get better. It’s not.”
15.45 p.m. 16.30 p.m. learning from audits and incidents - pbPHEScreening
1) An audit of AAA screening program operational meetings found variable compliance with standards, with only half meeting monthly as required. Key learning included developing terms of reference and improving meeting attendance and record-keeping.
2) An analysis of AAA screening incidents in London from 2014-2016 identified 17 screening safety incidents and 1 serious incident reported, with varying timescales for investigation. Themes included issues with ultrasound machines, delayed letter printing, and unregistered patients.
3) Lessons from national AAA screening incidents from April-October 2016 involved 21 reported incidents affecting 466 people. Themes included hospital referral delays and strengthened medical history checks. Improved tracking processes and administrative support were recommended.
This document summarizes a presentation about transcatheter valves. It discusses:
1) Transcatheter aortic valve replacement (TAVR) can save lives for patients who are high risk for open heart surgery, with over 400 TAVR cases performed at the hospital.
2) TAVR has led to shorter ICU stays and lower costs compared to open heart surgery.
3) Transcatheter mitral valve repair using the MitraClip device is an option for frail, high risk patients and has shown success in early U.S. experiences.
4) The hospital has become a world-class center for valve disease due to partnerships, experience, and continued innovations in transcatheter procedures
Stacy Kozak, Manager with the Alberta Health Services (AHS) Surgery Strategic Clinical Network (SSCN) will provide insight on the province-wide approach that has taken compliance with the AHS Safe Surgery Checklist from 50 to better than 90 per cent in two years. WATCH: http://goo.gl/AGde67
Critical Care Research: Connection to PracticeAllina Health
1) The document discusses a critical care research program at Abbott Northwestern Hospital with the goals of conducting studies to improve patient outcomes, enhance quality of care, and reduce costs.
2) The program involves intensivists, hospitalists, and other clinical specialties conducting studies and presenting findings to improve practice.
3) Several ongoing studies are summarized that examine issues like postoperative monitoring, pulmonary ultrasound scoring, infection risks, and outcomes after procedures.
The document describes a quality improvement project to implement a written "Blood Board" to improve staff satisfaction with the laboratory blood draw process on a cardiac unit. Staff satisfaction was measured before and after the change using a survey. Initially, satisfaction averaged 3.33 out of 5. After introducing the Blood Board, satisfaction increased to an average of 3.87 out of 5, though the goal of 4.0 was not yet reached. The project aimed to better coordinate drawing blood by incorporating the existing electronic health record system while improving communication between staff.
Brandon Brown is seeking employment as a Clinical Laboratory Scientist. He has over 5 years of experience working in hospital laboratories, including his current role as a Medical Technologist at Houston Methodist Hospital where he performs urinalysis, chemistry, coagulation, blood gas, and platelet testing. Brown has a Bachelor's degree in Medical Technology from the University of Arkansas and a Master's degree in progress from the University of Southern Mississippi. He has ASCP certification and references available.
This document discusses a project to improve patient wait times and satisfaction scores at an ambulatory surgery center. Studies found actual surgery start times ranged from 6 minutes to 2 hours and 50 minutes later than scheduled. The average registration wait was 17 minutes and preparation time was 33 minutes. Recommendations include changing scheduling practices based on average surgeon times, dedicating registration staff, and educating staff on updating patients about delays every 15 minutes. Implementing these measures could increase satisfaction scores and the center's preference among patients.
Linda Perryman has over 30 years of experience in laboratory management, most recently as Director of Laboratory, Cardiopulmonary, and Sleep Services at Emory-Adventist Hospital. She has a proven track record of strong leadership, budget management, and regulatory compliance. Her expertise includes The Joint Commission, AABB, and CLSI standards. She is seeking to continue her career with a new organization through team and leadership practices.
This document describes a hospital's efforts to improve laboratory test turnaround times. A retrospective review found that only 30% of morning blood draw results were available by 8am. The lab created a team goal to have 80% of 5am blood draw results by 8am. The team identified issues like misaligned shifts and workflows. Their action plans included adjusting phlebotomist and accessioner shifts to match morning volumes, using tracking to monitor turnaround times, and staff education. After implementing these changes, the percentage of hematology test results available by 8am increased from 30% to over 75%. The document emphasizes the importance of engaging staff and recognizing their contributions to achieving process improvements and better patient care outcomes.
Formation of a multi-discipline advanced endoscopy inpatient teamJason Sims
A multi-discipline advanced endoscopy inpatient team was formed to decrease bottlenecks in patient flow in a limited unit work space. The team identified common causes of bottlenecks like unstable patient comorbidities, altered anatomy, additional needed interventions, and tardiness. They collected data on procedure times, wait times, and patient volumes. An intervention was implemented where the inpatient team assesses patients before arrival to expedite the process and free up rooms. Considerations included staff engagement, unit design, and dedicated transport. The team aimed to improve efficiency through process changes while maintaining quality care.
This is a study case in all the photosthe SIPOC diagram bel.pdfjkcs20004
This is a study case in all the photos
the SIPOC diagram bellow is incomplete and wrong I need to fix it
Perfect Match TEAM APPLIES n January 2008, the University of Toledo Medical Center
(UTMC) in northwest Ohio collaborated with the University of Toledo's Industrial SIX SIGMA
TO Engineering Department to analyze and improve the preoperational processes for patients
undergoing kidney transplants. Six Sigma was applied to the REDUCE TIME project, and the
following goals were established: IT TAKES TO - Optimize cycle times. QUALIFY PATIENTS
- Enhance customer satisfaction. - Improve efficiencies. FOR KIDNEY - Reduce costs.
TRANSPLANTS - Streamline administrative processes. - Eliminate errors. - Improve protocol
execution and effectiveness. The project's primary metric was the number of days required from
the date a patient was referred to UTMC for a kidney transplant to the date the hospital staff
declared the patient a suitable transplant candidate. The research By Matthew was needed and
the project selected because of an increase in the number of Franchetti and year because of the
increased service area for UTMC. Because of a waiting list of nearly 500 patients, it was
determined a reduced cycle time would save lives. Kyle Bedal, Background and terminology
University of For more than 30 years, UTMC has performed adult and pediatric kidney Toledo
transplants as one of the treatment options for end-stage renal disease. Since UTMC's first
kidney transplant operation in 1972, more than 1,500 kidney transplant operations have been
performed there, with an average patient survival rate of 98% and a graft survival rate of 94%.
The program relies on advanced surgical techniques-including laparoscopic kidney donation,
improved anti-rejection medications and high-quality patient care-to make it one of the most
successful programs in the country. There are a number of steps patients must complete before
receiving a kidney transplant. Generally, the patient must be referred to a medical center and
complete required labs and tests to determine if he or she is suitable. The labs and tests are
usually similar among all transplant centers and among patients. The labs include tuberculosis
(TB) tests, dental clearance, a colonoscopy, chest X-rays, electrocardiography tests, stool
samples, blood work, mammograms, pap smears and diabetes tests. Once the patient fulfills the
requirements, a committee reviews the results and determines whether the patient is a good
candidate. The patient is then allowed to receive a kidney; this is called being "listed," or placed
on the waiting list.
Fil TB EK Often, the time required to complete these health Partnering With Your Transplant
Team, The Patient's Guide screenings is up to nine months. In addition, another to
Transplantation. 2 two years may pass after the patient is listed before a The team deployed the
define, measure, analyze, kidney transplant is performed. improve and control (DMAIC)
approach for this Six It is.
The document describes the implementation of a central specimen accessioning department at a VA medical laboratory. It outlines the vision, analysis conducted, improvement team assembled, and plan to set up an area for specimen drop-off, entry into the lab information system, processing, and delivery to departments. Metrics measured before and after implementation showed decreased turnaround times for MRSA samples and certain tests from the emergency room. The change was successful and later expanded to other shifts.
Surgeon Champion Call 2010 - Dr Peter Dorismart1971
This document summarizes the journey of Surrey Memorial Hospital in implementing the ACS-NSQIP program to track surgical outcomes and improve quality. It describes initial challenges with data quality including missing data, coding errors and inconsistencies that were addressed through staff education and updated processes. It provides examples of pneumonia and catheter-associated urinary tract infection prevention initiatives that were undertaken using a team-based approach including practice changes, education and audits to reduce infection rates. Graphics show outcomes data over time comparing the hospital to NSQIP benchmarks.
Launch of updated Cervical Screening Programme sample taker e-learning modulePHEScreening
The document discusses the cervical screening programme update in England. It provides information on:
- The implementation of HPV primary screening and the benefits of this approach.
- Updates to guidance documents, standards, and the call and recall system provided by Primary Care Support England.
- Efforts to improve cervical screening coverage rates through data analysis, community engagement, and working with sexual health services.
- The development of an e-learning module on the cervical screening programme to provide education and training.
This document summarizes the results of a study that assessed whether increased cancer screening rates observed after implementing a clinic intervention called Cancer Screening Office Systems (Cancer SOS) were maintained after 24 months when clinics were expected to sustain the intervention without external support. The study found that at 24 months of follow-up, patients who received the intervention had received more cancer screening tests on average compared to the control group. Specifically, the intervention slightly increased rates of mammography screening but did not significantly impact rates of fecal occult blood tests or Pap smears compared to the control group. The effects on screening rates were more modest at 24 months compared to results seen at 12 months, indicating the effects of the intervention had diminished over time.
Spanish Multi-Center Fast-Track Group - Protocol and Preliminary Resultsfast.track
The document describes a multi-center study protocol and preliminary results for introducing an enhanced recovery program in colorectal surgery. The protocol aims to optimize pre-operative, intra-operative, and post-operative patient care and treatment to reduce morbidity, accelerate recovery, shorten hospital stays, and reduce costs. Preliminary retrospective results from one hospital show average length of stay was 12.1 days with 34.8% of patients experiencing complications. A prospective multi-center study will evaluate outcomes including success of the program, patient satisfaction, complications, mortality, re-operations, and readmissions.
This study aimed to improve the operational performance of a hospital's surgical services through variability methodology. The researchers classified all surgical cases over 3 months as either scheduled (elective) or unscheduled (emergency) and collected data on patient flow. They then implemented guidelines to isolate the two flow streams and smooth the daily schedule, such as allocating block time based on prime time use and capping scheduled cases at 5 PM. After 1 year of data collection following these changes, they found increases in surgical volume, prime time use, and financial metrics, along with decreases in overtime, daily schedule variability, and staff turnover. The results suggest that managing variability can improve operating room efficiency and performance.
Professor Tony Marson - International Business Festival 2018Innovation Agency
Presentation by Professor Tony Marson, Professor of Neurology, University of Liverpool and The Walton Centre NHS Foundation Trust: Using routine data to plan and assess service performance at the International Business Festival 2018, 26 June, Exhibition Centre Liverpool
Elizabeth Leger Burt has over 15 years of experience as a radiologic technologist, interventional radiology technologist, and float technologist. She currently works as an interventional radiology technologist at University Health Shreveport, where she performs procedures, tracks performance metrics, and assists physicians. Previously, she worked at LSUHSC-Shreveport for nearly a decade, where she operated imaging equipment, assisted in procedures, trained new employees, and demonstrated leadership. She holds relevant certifications and a bachelor's degree in radiologic technology.
Lab automation provides faster and more productive processing of samples which allows for more accurate and consistent test results turnaround times. It uses barcoded specimens and carriers to move samples and report results. Around 60-70% of medical decisions are based on lab test results, so automation helps address increasing testing volumes and demands for faster results by reducing contamination risks and manual work while improving quality and precision. The automation also promotes appropriate test selection to help treatment by giving online report access across Bangladesh.
Presentation carried out in Rome the 26th January, 2011 during HEALTHINF-BIOSTEC 2011 about CONTINUOUS CLINICAL PATHWAYS EVALUATION BY USING AUTOMATIC LEARNING ALGORITHMS
Authors: Carlos Fernández-Llatas, Teresa Meneu, Jose Miguel Benedí and Vicente Traver
This document describes the Pediatrix Clinical DataWarehouse and its role in quality improvement initiatives for neonatal medicine. The Clinical DataWarehouse contains clinical data on over 700,000 patients and is one of the largest databases for neonatal outcomes. Data from electronic medical records is extracted and analyzed to identify areas for improvement. Quality improvement projects are developed and tracked using the QualitySteps system. Analyzing outcomes data allows Pediatrix to benchmark performance and drive continuous quality improvement that improves patient care.
Casey Leary has over 12 years of experience as a Medical Laboratory Technician. She is skilled in hematology, phlebotomy, chemistry, urinalysis, and microbiology. She has worked at various labs and medical centers, demonstrating her ability to take on a variety of roles and responsibilities including performing tests, maintaining equipment, recording quality control data, and orienting new technicians.
The document discusses preanalytical errors that can occur in medical laboratories. It identifies that the preanalytical phase, which includes specimen collection, transport, and processing, is where the majority of errors take place. Proper procedures and techniques are important for collecting and handling specimens to avoid errors that can compromise patient diagnosis and treatment. The document outlines various steps in the preanalytical process and potential sources of errors at each step."
Similar to Achieving Optimal Laboratory Blood Testing (20)
NURSING MANAGEMENT OF PATIENT WITH EMPHYSEMA .PPTblessyjannu21
Prepared by Prof. BLESSY THOMAS, VICE PRINCIPAL, FNCON, SPN.
Emphysema is a disease condition of respiratory system.
Emphysema is an abnormal permanent enlargement of the air spaces distal to terminal bronchioles, accompanied by destruction of their walls and without obvious fibrosis.
Emphysema of lung is defined as hyper inflation of the lung ais spaces due to obstruction of non respiratory bronchioles as due to loss of elasticity of alveoli.
It is a type of chronic obstructive
pulmonary disease.
It is a progressive disease of lungs.
Get Covid Testing at Fit to Fly PCR TestNX Healthcare
A Fit-to-Fly PCR Test is a crucial service for travelers needing to meet the entry requirements of various countries or airlines. This test involves a polymerase chain reaction (PCR) test for COVID-19, which is considered the gold standard for detecting active infections. At our travel clinic in Leeds, we offer fast and reliable Fit to Fly PCR testing, providing you with an official certificate verifying your negative COVID-19 status. Our process is designed for convenience and accuracy, with quick turnaround times to ensure you receive your results and certificate in time for your departure. Trust our professional and experienced medical team to help you travel safely and compliantly, giving you peace of mind for your journey.www.nxhealthcare.co.uk
At Malayali Kerala Spa Ajman, Full Service includes individualized care for every client. We specifically design each massage session for the individual needs of the client. Our therapists are always willing to adjust the treatments based on the client's instruction and feedback. This guarantees that every client receives the treatment they expect.
By offering a variety of massage services, our Ajman Spa Massage Center can tackle physical, mental, and emotional illnesses. In addition, efficient identification of specific health conditions and designing treatment plans accordingly can significantly enhance the quality of massaging.
At Malayali Kerala Spa Ajman, we firmly believe that everyone should have the option to experience top-quality massage services regularly. To achieve that goal we offer cheap massage services in Ajman.
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Emotional and Behavioural Problems in Children - Counselling and Family Thera...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
CHAPTER 1 SEMESTER V COMMUNICATION TECHNIQUES FOR CHILDREN.pdfSachin Sharma
Here are some key objectives of communication with children:
Build Trust and Security:
Establish a safe and supportive environment where children feel comfortable expressing themselves.
Encourage Expression:
Enable children to articulate their thoughts, feelings, and experiences.
Promote Emotional Understanding:
Help children identify and understand their own emotions and the emotions of others.
Enhance Listening Skills:
Develop children’s ability to listen attentively and respond appropriately.
Foster Positive Relationships:
Strengthen the bond between children and caregivers, peers, and other adults.
Support Learning and Development:
Aid cognitive and language development through engaging and meaningful conversations.
Teach Social Skills:
Encourage polite, respectful, and empathetic interactions with others.
Resolve Conflicts:
Provide tools and guidance for children to handle disagreements constructively.
Encourage Independence:
Support children in making decisions and solving problems on their own.
Provide Reassurance and Comfort:
Offer comfort and understanding during times of distress or uncertainty.
Reinforce Positive Behavior:
Acknowledge and encourage positive actions and behaviors.
Guide and Educate:
Offer clear instructions and explanations to help children understand expectations and learn new concepts.
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This particular slides consist of- what is Pneumothorax,what are it's causes and it's effect on body, risk factors, symptoms,complications, diagnosis and role of physiotherapy in it.
This slide is very helpful for physiotherapy students and also for other medical and healthcare students.
Here is a summary of Pneumothorax:
Pneumothorax, also known as a collapsed lung, is a condition that occurs when air leaks into the space between the lung and chest wall. This air buildup puts pressure on the lung, preventing it from expanding fully when you breathe. A pneumothorax can cause a complete or partial collapse of the lung.
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Digital India will need a big trained army of Health Informatics educated & trained manpower in India.
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The Importance of Black Women Understanding the Chemicals in Their Personal C...bkling
Certain chemicals, such as phthalates and parabens, can disrupt the body's hormones and have significant effects on health. According to data, hormone-related health issues such as uterine fibroids, infertility, early puberty and more aggressive forms of breast and endometrial cancers disproportionately affect Black women. Our guest speaker, Jasmine A. McDonald, PhD, an Assistant Professor in the Department of Epidemiology at Columbia University in New York City, discusses the scientific reasons why Black women should pay attention to specific chemicals in their personal care products, like hair care, and ways to minimize their exposure.
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Air Ambulance Services In Rewa works in close coordination with ground-based emergency services, including local Emergency Medical Services, fire departments, and law enforcement agencies.
More@: https://tinyurl.com/2shrryhx
More@: https://tinyurl.com/5n8h3wp8
End-tidal carbon dioxide (ETCO2) is the level of carbon dioxide that is released at the end of an exhaled breath. ETCO2 levels reflect the adequacy with which carbon dioxide (CO2) is carried in the blood back to the lungs and exhaled.
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TEST BANK FOR Health Assessment in Nursing 7th Edition by Weber Chapters 1 - ...rightmanforbloodline
TEST BANK FOR Health Assessment in Nursing 7th Edition by Weber Chapters 1 - 34.
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TEST BANK FOR Health Assessment in Nursing 7th Edition by Weber Chapters 1 - 34.
TEST BANK FOR Health Assessment in Nursing 7th Edition by Weber Chapters 1 - ...
Achieving Optimal Laboratory Blood Testing
1. 0%
20%
40%
60%
80%
100%
Apr May Jun Jul Aug Sep Oct Nov
30%
37%
45%
65%
77%77%75%
82%
Percentof blood draws resulted by
8:00am
Pre-pre-
analytical
•Increaseawareness through daily huddles
•Priority units drawn earlier
•Phlebotomist TAT sheets &recognition for success
•Regular use of pneumatic tube for transport
Pre-
analytical
•Increaseawareness through daily huddles
•Realign shifts to match volume needs
•iLearn for RNs about proper specimen labeling
Analytical
•Increaseawareness through daily huddles
•Realign shiftto match workflow
•Tracker board to real-time monitor TAT
Achieving Optimal Laboratory Blood Testing
Turn-around Time for Effective Patient Care
Decisions: A Lenox Hill Hospital Experience
Frazon, S.; Rogers, R.; Walkwitz, J.; Vele,O.; Wahl, S.; Wranovics, D.; Sugrue, C.
Abstract: Lenox Hill Hospital Laboratory team improved the process of morning phlebotomy
draw turn-around time from 30% of results available by clinician rounds to 82% available in six
months. Using six sigma and change acceleration process methodologies to create a shared
vision of outstanding patient care, redirect focus on throughput, and evaluate staff schedules to
reflect test volume needs allowed success to be attainable without expending financial
resources.
Introduction: At an interdisciplinary task force at
Lenox Hill Hospital an external laboratory customer
brought to the attention of Laboratory Management
that a service they deemed critical to quality was not
being met: results from 5:00am morning blood
draws weren’t available for clinician rounds at
8:00am. Baseline data confirmed only 30% of tests
were resulted in time for clinician rounds and the
majority of blood draws were not received in the
laboratory until after 7:30am. It was decided to
focus laboratory efforts on blood draw turn-around-
time to allow 80% of 5:00am blood draws to be
resulted by 8:00am.
Material and method: After hearing the Voice of the customer, the stakeholders and front-line
staff created a shared need and vision: to provide optimal service to our physician and patient
customers by having results available by 8:00am. Front line staff drove the creation of a process
map and brainstorming of possible solutions throughout the process - including the pre-pre-
analytical (physician ordering, draw assignment and collection by phlebotomy, and specimen
transport), pre-analytical (specimen accessioning), and analytical phases.
Standardization of the process among phlebotomists of using the pneumatic tube every 30
minutes and at the completion of each unit was the biggest indicator for getting all specimens
into the laboratory in a timely manner. Analyzing specimen volume and workflow made clear
that a better utilization of labor was needed to meet our goal and employees were eager and
willing to realign their daily schedule to better match volume demands.
Results/Conclusion: Lenox Hill Hospital Laboratory was able to meet the goal of 80% of morning
blood draw specimens available by 8:00am
within six months. The largest increase came
after mid-July when all staff schedules were
changed to reflect daily demand.
Sustaining the Process: Turn-around time
continued to be monitored since the goal of 80%
was reached in November 2014. Despite heavy
staff and leadership turnover in Q1 of 2015,
year-to-date seventy-five percent of morning
draws have been resulted by the 8:00am goal
with the past three months all exceeding 85%.