The document discusses improving the discharge process at KIMS hospital. It finds that the average discharge times are 3 hours 10 minutes for cash patients, 4 hours 2 minutes for credit patients, and 7 hours for insurance patients. A patient satisfaction survey found 33.5% of patients were under satisfied with the discharge process. The document analyzes the major causes of delay and provides suggestions to standardize processes and reduce discharge times, including having doctors type discharge summaries, centralizing pharmacy clearance, and improving communication between departments through the hospital information management system. Faster discharge times could increase hospital capacity and profitability.
A Study on Delay in Discharge Process, in One of Multispeciality Hospital in ...ijtsrd
Discharge delays are one of those problems that spoil the overall pleasant experience inside the hospital. The study was conducted to identify the reasons and determinants of discharge delay in acute patients care. Delayed discharge is usually associated with a patient's medical conditions, delayed health care or medical advice, delayed diagnostic services, and delayed related health services. This paper deals with the discharge delay of inpatients in a selected hospital. An annexure was prepared to see the time taken by patients from the time of discharge till they actually leave the hospital premises. The outcome that is expected from this study was to identify the reasons for the delay of discharge and to come up with suggestions to reduce them. K. Revathi | Mrs. U. Suji "A Study on Delay in Discharge Process, in One of Multispeciality Hospital in Tanjore" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-4 , June 2020, URL: https://www.ijtsrd.com/papers/ijtsrd30919.pdf Paper Url :https://www.ijtsrd.com/management/other/30919/a-study-on-delay-in-discharge-process-in-one-of-multispeciality-hospital-in-tanjore/k-revathi
A Study on Delay in Discharge Process, in One of Multispeciality Hospital in ...ijtsrd
Discharge delays are one of those problems that spoil the overall pleasant experience inside the hospital. The study was conducted to identify the reasons and determinants of discharge delay in acute patients care. Delayed discharge is usually associated with a patient's medical conditions, delayed health care or medical advice, delayed diagnostic services, and delayed related health services. This paper deals with the discharge delay of inpatients in a selected hospital. An annexure was prepared to see the time taken by patients from the time of discharge till they actually leave the hospital premises. The outcome that is expected from this study was to identify the reasons for the delay of discharge and to come up with suggestions to reduce them. K. Revathi | Mrs. U. Suji "A Study on Delay in Discharge Process, in One of Multispeciality Hospital in Tanjore" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-4 , June 2020, URL: https://www.ijtsrd.com/papers/ijtsrd30919.pdf Paper Url :https://www.ijtsrd.com/management/other/30919/a-study-on-delay-in-discharge-process-in-one-of-multispeciality-hospital-in-tanjore/k-revathi
The presentation describes in brief the patients need, expectations and how to develop the patient care and feedback system to obtain maximum patient satisfaction.
Importance of Measuring Patient SatisfactionZonkaFeedback
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https://www.zonkafeedback.com/blog/importance-of-measuring-patient-satisfaction
OPD is the mirror of the hospital, which reflects the functioning of the hospital being the first point of contact between the patient and the hospital staff.
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Patient Satisfaction is an important metric to measure overall healthcare quality. With the help of Patient Satisfaction Surveys, constant measuring of Patient Satisfaction and improving Patient Experience can be achieved. It is a valuable tool to capture Patient Feedback without much effort.
https://www.zonkafeedback.com/blog/importance-of-measuring-patient-satisfaction
OPD is the mirror of the hospital, which reflects the functioning of the hospital being the first point of contact between the patient and the hospital staff.
Patients visit the OPD for various purposes, like consultation, day care treatment, investigation, referral, admission and post discharge follow up. Not only for treatment but also for preventing and promotive services like, health check up, Immunisation, Physio-therapy and so on.
Access, Assessment and Continuity of Care (AAC) NABHDr Joban
This ppt is prepared on the basis of the NABH standards (2nd edition).it contains simple presentation of chapter 1 Access, Assessment and Continuity of Care (AAC). It may be useful for the trainers, AHCOs and the Vaidyas who are undergoing NABH accreditation.
First presented by Kim Sawyer at the Atlas Summit, understanding how to manage wealth and profit in your lives. Everyone we work with, walks away wealthier.
An accurate discharge summary is crucial for the healthcare unit. Discharge summaries can be prepared meticulously with the help of medical transcription professionals.
Hospital management system is a computer system that helps manage the information related to health care and aids in the job completion of health care providers effectively.
Hospital Management System brings together all the information and processes of a hospital, in a single platform.
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Process Improvement: A Consultant's View of your Healthcare Revenue Cycle | A...Meduit
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*Exactly what is “patient volume"?
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India Diagnostic Labs Market: Dynamics, Key Players, and Industry Projections...Kumar Satyam
According to the TechSci Research report titled “India Diagnostic Labs Market Industry Size, Share, Trends, Competition, Opportunity, and Forecast, 2019-2029,” the India Diagnostic Labs Market was valued at USD 16,471.21 million in 2023 and is projected to grow at an impressive compound annual growth rate (CAGR) of 11.55% through 2029. This significant growth can be attributed to various factors, including collaborations and partnerships among leading companies, the expansion of diagnostic chains, and increasing accessibility to diagnostic services across the country. This comprehensive report delves into the market dynamics, recent trends, drivers, competitive landscape, and benefits of the research report, providing a detailed analysis of the India Diagnostic Labs Market.
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Health Education on prevention of hypertensionRadhika kulvi
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There is a movement towards home-based care for the elderly, next generation scanning and MRI devices, wearable technology, artificial intelligence incorporation, and online connectivity. Experts also see a focus on predictive, preventive, personalized, participatory, and precision medicine, with rising levels of integration of home care and technological innovation.
The average cost of treatment has been rising across the board, creating additional financial burdens to governments, healthcare providers and insurance companies. According to MCG, cost-per-inpatient-stay in the United States alone rose on average annually by over 13% between 2014 to 2021, leading MedTech to focus research efforts on optimized medical equipment at lower price points, whilst emphasizing portability and ease of use. Namely, 46% of the 1,008 medical technology companies in the 2021 MedTech Innovator (“MTI”) database are focusing on prevention, wellness, detection, or diagnosis, signaling a clear push for preventive care to also tackle costs.
In addition, there has also been a lasting impact on consumer and medical demand for home care, supported by the pandemic. Lockdowns, closure of care facilities, and healthcare systems subjected to capacity pressure, accelerated demand away from traditional inpatient care. Now, outpatient care solutions are driving industry production, with nearly 70% of recent diagnostics start-up companies producing products in areas such as ambulatory clinics, at-home care, and self-administered diagnostics.
COVID-19 PCR tests remain a critical component of safe and responsible travel in 2024. They ensure compliance with international travel regulations, help detect and control the spread of new variants, protect vulnerable populations, and provide peace of mind. As we continue to navigate the complexities of global travel during the pandemic, PCR testing stands as a key measure to keep everyone safe and healthy. Whether you are planning a business trip, a family vacation, or an international adventure, incorporating PCR testing into your travel plans is a prudent and necessary step. Visit us at https://www.globaltravelclinics.com/
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Professor Orazio Schillaci, Minister of Health, Italy
Dr Hans Groth, Chairman of the Board, World Demographic & Ageing Forum
Professor Ilona Kickbusch, Founder and Chair, Global Health Centre, Geneva Graduate Institute and co-chair, World Health Summit Council
Dr Natasha Azzopardi Muscat, Director, Country Health Policies and Systems Division, World Health Organisation EURO
Dr Marta Lomazzi, Executive Manager, World Federation of Public Health Associations
Dr Shyam Bishen, Head, Centre for Health and Healthcare and Member of the Executive Committee, World Economic Forum
Dr Karin Tegmark Wisell, Director General, Public Health Agency of Sweden
2. We do not match NABH standards
Source:
GLOBAL JOURNAL OF
MEDICINE AND
PUBLIC HEALTH
GJMEDPH 2013; Vol. 2,
issue 3
Please note: NABH does not
Differentiate between Cash, Credit,
Corporate cases
3. We do not match NABH standards
KIMS Discharge
Turn Around Time
(Based on sample size
of 86 patients)
Cash - 3 hours 10 minutes
Credit - 4 hours 2 minutes
Insurance - 7 hours.
9. FINANCIAL IMPACT OF IMPROVING
DISCHARGE PROCESS
Multiple Studies (both in India and Abroad) have shown
the financial benefits that accrue from reducing the
discharge time in a hospital.
Example: The following study at the 310 bedded
Multispecialty Hospital(Sterling Hospital) in Gujarat.
Source:
NABH Accreditation: Victories & Challenges
http://www.qimpro.com/nabh/project_sterling.php
10. FINANCIAL IMPACT OF IMPROVING
DISCHARGE PROCESS
Sterling Hospital’s Approach
The Turn around Time is reduced by working on the
bottlenecks of the process through DMAIC
Approach.
D = Define
M = Measure
A = Analyse
I = Improve
C = Control
11. FINANCIAL IMPACT OF IMPROVING
DISCHARGE PROCESS
Results
150 Minutes
• Reduced Discharge Time from approx.
300 minutes to 150 minutes
80
Beds
• This enhanced the capacity of the
hospital for admitting additional
patients by 80 Beds per Year
• The hospital increased its profitability
by approximately Rs 32 Lakhs per
annum
12. AIM OF HEALTH CARE DELIVERY
HEALING
SATISFACTION
13. DEFINITION
Discharge from the hospital is the point at which the
patient leaves the hospital and either returns home
or is transferred to another facility such as one for
rehabilitation or to a nursing home.
Discharge planning is a service that considers the
patient's needs after the hospital stay, and may
involve several different services such as visiting
nursing care, physical therapy, and home blood
drawing.
14. PURPOSE
In any hospital, time taken for Discharge process is a
key indicator for efficiency, quality and patient
satisfaction, etc.
The delays led to increased process time and reduced
patient satisfaction which was evident from the
patient satisfaction survey.
Rectifying the delay points reduces the process time
which results in improved discharge process
15. DEPARTMENTS INVOLVED
Consultants/Residents and DMO’s.
Patient Care Executive Dept.
House keeping Dept.
Nursing Dept.
Typing Pool.
Billing Dept.
Internal Audit Dept.
Insurance Dept.
Corporate Dept.
Security Dept.
20. Major Causes of Delay in Discharge process
Analysis:
Total
DISCHARGE SUMMARY
OTHERS
PHARMACY CLEARANCE
Pharmacy
Clearance
44.4%
Discharge
Summary
Preparation
45%
Others
10.6%
21. DISCHARGE SUMMARY PREPARATION
More Time is consuming in preparation of
Discharge summary
Analysis:
Summary of Analysis:
DMO’s getting difficult to understand consultants
handwriting.
Incomplete case sheets
No Departments DMO.
Residents are often in the OT. Results in delays in writing of
discharge summaries.
Prior Discharge planning is Non-existent
22. DISCHARGE SUMMARY PREPARATION
1. DMO’s/Residents should type summary
Suggestions
Can reduce manual work by Typists and Transport Boys
Reduce Turn Around Time by eliminating many steps in
the process
Reduce Errors
23. DISCHARGE SUMMARY PREPARATION
1. DMO’s/Residents should type summary
Suggestions
Alternative:
Allocate one DMO per day to sit beside the typist and make
Corrections simultaneously.
Floor DMO should be given some Departments.
Standardize work for Night DMO’s.
24. DISCHARGE SUMMARY PREPARATION
2. Standardize Discharge format for various
departments and type of patients
Suggestions
Departments to provide:
• Fill in the Blanks format
• Headings
• Topics specific to particular department
• Template can be prepared for all the departments.
25. DISCHARGE SUMMARY PREPARATION
3. Discharge summary should be send online
to Insurance Dept.
Suggestions
Current Process:
The Final, Corrected Discharge summary is sent
by the Typists to Insurance manually with a boy
Suggested Process:
Sending discharge summary online would speed
up the process
26. DISCHARGE SUMMARY PREPARATION
4. Changes in HIMS
- A checkbox should be placed to indicate final, corrected copy of
discharge
Why?
So that Insurance and Billing understand that this is the final version
and can proceed with billing without waiting for discharge summary to
arrive manually.
- Time of completion of discharge summary should be captured in the
system
Suggestions
30. PHARMACY CLEARANCE
1.Returns of unused Drugs should be avoided when a
patient is shifted from one unit to another.
Suggestions
Current Process: Whenever a patient is shifted from one unit to another,
his unused medications are returned to the pharmacy.
- This increases the pharmacy’s workload.
- Pharmacy is unable to prioritise medication returns for discharged
patients
Suggested Process: Unused medications should be handed over to the
receiving unit when a patient is shifted
31. PHARMACY CLEARANCE
2. Daily Returns of unused Drugs should be avoided.
Suggestions
Current Process:
Unused drugs are returned to the pharmacy.
Returns are being made at all times of the day.
Suggested Process:
EITHER
Stop/Avoid returning unused drugs until the patient is being discharged.
On discharge day, the amount for returned medicines is reduced from his
bill.
OR
Limit daily returns to Evenings/Nights to allow the pharmacy to prioritize
discharge related returns in the mornings.
32. PHARMACY CLEARANCE
3.Stock level should be there, so that discharge
medications did not get delay in dispensing.
Suggestions
In upto 10% or more patients being discharged, the medications
to be taken by the patients at home are not available in the
Pharmacy. These medications have to be brought from the central
pharmacy resulting in delays. This is especially important for
insurance/scheme patients for whom only certain brands of
medication are prescribed.
Suggestion:
IP Pharmacy should analyse its inventory levels for various discharge
medications and maintain an increased stock of the ones that are frequently
found to be unavailable
33. PHARMACY CLEARANCE
4.Pharmacy clearance copy can be send online to Billing Dept.
Suggestions
Current Process:
IP Pharmacy sends clearance slip manually. Meanwhile billing people call up
the pharmacy by phone to ask the amount. The billing personnel use the
amount told to them over phone for billing purposes. The clearance slip from
IP Pharmacy itself arrives much later.
Suggested Process
Changes in HIMS
- IP Pharmacy should be able to provide the IP Pharmacy clearance online
- A checkbox should be placed to indicate final, corrected IP Pharmacy clearence
Why? So that Insurance and Billing understand that this is the final version and
can proceed with billing without waiting for Pharmacy clearence to arrive
manually.
- Time of completion of discharge summary should be captured in the system
34. PHARMACY CLEARANCE
5.Set turn Around Time for Nurses for sending
Returns, especially those for discharged patients.
Suggestions
Suggested Process:
• Evenings time should be allotted to nurses to return the unused medications to
the IP pharmacy.
• In nights separate time should be allotted for indents and returns.
35. PHARMACY CLEARANCE
6.When a patient has received drugs from both Block 3
and Block 1 Pharmacies, he is required to obtain two
separate pharmacy clearances.
Suggestions
Suggestion:
-Centralise the pharmacy clearance so that only one pharmacy can give clearance
for patients. Patients whose last unit of stay was in Block 3 should receive clearance
from Block 3 pharmacy and those from Block 1 should receive clearance from
Block 1 Pharmacy
-Make changes in HIMS so that both pharmacies can see when a patient requires
clearance from the other pharmacy. An indicator on their screen could be built
into the system itself.
36. PHARMACY CLEARANCE
7.IP Pharmacy not using proper Pneumatic Tube
System.
Suggestions
Current Process:
IP Pharmacy receives returns of medication manually, which is taking delay.
Technical faults makes delay in the improper usage of Pneumatic chute. When
find out, the main reasons for technical faults is due to improper users.
Suggested Process
•Training should be given to all the users.
• Immediate rectification of the complaints should be there.
•Major complaints needs to corrected immediately.
37. PHARMACY CLEARANCE
8.Nurses should be instructed to avoid rework by
sending again and again.
Suggestions
Current Process:
Unused medications are physically returned to IP Pharmacy where they are
entered as “returns” into HIMS by the pharmacy staff.
Suggested Process:
Since the nurses indent the medications in the system themselves as of
now, a similar module can be created in HIMS for them to enter
medication returns.
Process can be as follows:
Nurse enters retured medicines - A printout with names of returned
medicines is generated – printout is sent to IP Pharmacy by pneumatic
chute – IP Pharmacy provides discharge clearance - Boy is sent to
pharmacy with medications to physically return them - IP Pharmacy
verifies the returned medications against the slip sent to them by
pneumatic chute earlier.
39. BILLING DEPT.
Any Delay face by Billing do inform Susan and
Rajender.
Billing should accept Pharmacy clearance online.
Office Boy should check files every half an hour.
Ensure proper categorization/ordering of files.
Suggestions
42. 1.Case Sheet should be send on time to the Billing
Dept.
suggestions:
Current Process:
After completion of processing of the case sheet in the Internal Audit. Case
sheet is not coming immediately to the Billing Dept.
Suggested Process:
Since there is no office Boy in Audit Dept. There should be a Bell system
which indicates the processing of case sheet is completed in Audit Dept.
When the bell rings, office boy from Billing Dept. goes and collects the Bill
and case sheet from the Internal Audit Dept.
43. 2.Lunch Delay should not be there.
suggestions:
Current Process:
As there is only one person in the Internal Audit Dept. Delay in Lunch causes
accumulation of Bills and case sheets for Auditing. Billing persons creates
Bills and sends to the Internal Audit Dept. During Lunch Billing persons
always will be there.
Suggested Process:
Try to avoid delay in lunch.
Hire extra staff so that there are two instead of one person in the Internal
Audit department
44. 3.Keep proper alignment of files and separation by
types (trays)
suggestions:
Current Process:
Case sheets are coming from the Billing Dept. and keeping one over another.
This makes delay in the processing of Case sheet which comes earlier,
because it is coming down due to upcoming case sheet on over another.
Suggested Process:
There should be a trays systems which determines the Insurance and
Corporate patients and there should be proper alignment of case sheet i.e.,
First comes First Service.