The Perioperative Method for Healthcare
- Profit through Reputation
- Integrate clinical and commercial factors
- Reduce risk, reduce cost and improve the patient and clinician experience
Recommendations for change in healthcare
> Leading practice within complex projects
Translate to a Project
> Teams create change
What does this mean in practice
> Use workflow mapping
Recommendations for change in healthcare
> Leading practice within complex projects
Translate to a Project
> Teams create change
What does this mean in practice
> Use workflow mapping
Measuring “Culture of Safety” Tawam’s Experience
Discovery:
Tawam Hospital’s Executive leadership realized the need to establish a “Culture of Safety” within the organization and implemented the Johns Hopkins Medicine “Comprehensive Unit based Safety Program” (CUSP). CUSP was introduced as a pilot project in the Intensive Care Unit (ICU), Neonatal Intensive Care Unit (NNU) and Paediatric Oncology Unit (Peds Onc).
Prior to implementation the leadership decided to measure staff perception of safety using evidence based tool.
Solution:
Tawam partnered with Pascal Metrics to implement the Safety Attitude Questionnaire survey. The SAQ was administered to all Tawam Hospital staff in three phases (2008, 2010 and 2011). In 2010 the pilot CUSP units were also resurveyed to determine the status of safety culture since its introduction in 2008.
An email from the CEO was sent to the participants encouraging them to participate in the SAQ survey.
Physicians, nurses, ward-clerks; respiratory therapist, physiotherapist, dieticians etc were included in the survey.
Those who spent at least 50% of their time in the identified units were only included to participate in the survey.
Survey was administered during departmental meetings to increase response rate.
Conducted separate sessions of physicians.
Staff dropped the completed surveys in an envelope.
82% of staff in the patient care areas of the whole hospital participated in the overall 3 phases of SAQ Survey.
The three CUSP pilot units were re-surveyed in 2010.
Anonymity, privacy and confidentiality were maintained from the beginning till the end.
Outcome:
The survey results were graded against percentage positive responses. Responses that were less than 60% mark were graded in the danger zone and anything above the 80% mark were graded in the goal zone. Teamwork climate and Safety climate scale scores are considered to be primary dependent variables, because they are important in preventing patient harm.
The overall hospital score on all the domain scores were in the danger zone, less than 60%. 20 clinical locations in 2010 and 7 clinical locations in 2011 had less than 60% scores in the primary dependent variables.
The SAQ results were disseminated department wise in the presence of a hospital Senior Executive. Every department did an action plan using the SAQ de-briefer tool. The hospital administrators to bring about the change played a facilitators role and helped the departments to come up with their actionable plans.
The hospital leadership in their pursuit to continuing the culture of safety journey, identified six more units for CUSP implementation based on the Phase 2 SAQ scores of 2010. Accordingly the Medical 1, Medical 2, Surgical 1, Surgical 2, Day Case and OBGYN Units were identified for the CUSP roll out. Senior Executive leaders were assigned to each of these new CUSP units to ensure leadership commi
The Role of Evidence-Based Design | Miron ConstructionMiron Construction
In this overview of evidence-based design in healthcare, Miron Construction takes a look at how the physical environment, along with other factors such as cultural and social, can impact the patient and practitioner experience in giving and receiving care.
This plenary took place on Tuesday, October 6, at 8:30 am at the International Conference on Communication in Healthcare (ICCH), in Miami Beach, Florida, USA.
The Path to Safe and Reliable Healthcare
Michael Leonard, MD
Michael Leonard, MD, is the Physician Leader for Patient Safety at Kaiser Permanente, a Principal at Pascal Metrics, and a Faculty member at the Institute for Healthcare Improvement (IHI). An Honors graduate of the University of Missouri School of Medicine, Michael did his postgraduate
training in Internal Medicine and Anesthesiology at Harvard’s Beth Israel Hospital in Boston, with fellowship training in cardiac anesthesia. Michael was a practicing anaesthesiologist for 14 years
with the Colorado Permanente Medical Group, where he was Chief of Anesthesia, Chief of Surgical Services, and Chairman of the Board of Directors. In 1999, he helped Kaiser forge a collaborative relationship with Dr. Robert Helmreich’s Human Factors Research Project to work on the application
of human factors teamwork and communication training in medicine.
For the past several years, he has taught extensively throughout the Kaiser system and outside organizations in high-risk areas such as surgery, obstetrics, critical care and others to enhance safety. His relationships with outside organizations include Duke, Baylor, Sloan Kettering, ICSI, Minnesota Children’s, Ascension, Adventist, VHA, Greater New York Hospital Association and
others. At the IHI, he has been active in several domains, including the Patient Safety Officer Training Course, Transforming Care at the Bedside, the Superior Performance Initiative in the United Kingdom, and Patient Safety Scotland.
Learn about the AORN Syntegrity® Framework, standardized clinical content providing a consistent method for documenting perioperative patient care that has been validated by expert perioperative nurses. This framework aligns documentation with nursing workflow enabling reliable and valid data to be captured. Documentation represents the perioperative nursing plan of care via the most up-to-date version of the PNDS language (3rd version) and complements a perioperative information system or Electronic Health Record.
Measuring “Culture of Safety” Tawam’s Experience
Discovery:
Tawam Hospital’s Executive leadership realized the need to establish a “Culture of Safety” within the organization and implemented the Johns Hopkins Medicine “Comprehensive Unit based Safety Program” (CUSP). CUSP was introduced as a pilot project in the Intensive Care Unit (ICU), Neonatal Intensive Care Unit (NNU) and Paediatric Oncology Unit (Peds Onc).
Prior to implementation the leadership decided to measure staff perception of safety using evidence based tool.
Solution:
Tawam partnered with Pascal Metrics to implement the Safety Attitude Questionnaire survey. The SAQ was administered to all Tawam Hospital staff in three phases (2008, 2010 and 2011). In 2010 the pilot CUSP units were also resurveyed to determine the status of safety culture since its introduction in 2008.
An email from the CEO was sent to the participants encouraging them to participate in the SAQ survey.
Physicians, nurses, ward-clerks; respiratory therapist, physiotherapist, dieticians etc were included in the survey.
Those who spent at least 50% of their time in the identified units were only included to participate in the survey.
Survey was administered during departmental meetings to increase response rate.
Conducted separate sessions of physicians.
Staff dropped the completed surveys in an envelope.
82% of staff in the patient care areas of the whole hospital participated in the overall 3 phases of SAQ Survey.
The three CUSP pilot units were re-surveyed in 2010.
Anonymity, privacy and confidentiality were maintained from the beginning till the end.
Outcome:
The survey results were graded against percentage positive responses. Responses that were less than 60% mark were graded in the danger zone and anything above the 80% mark were graded in the goal zone. Teamwork climate and Safety climate scale scores are considered to be primary dependent variables, because they are important in preventing patient harm.
The overall hospital score on all the domain scores were in the danger zone, less than 60%. 20 clinical locations in 2010 and 7 clinical locations in 2011 had less than 60% scores in the primary dependent variables.
The SAQ results were disseminated department wise in the presence of a hospital Senior Executive. Every department did an action plan using the SAQ de-briefer tool. The hospital administrators to bring about the change played a facilitators role and helped the departments to come up with their actionable plans.
The hospital leadership in their pursuit to continuing the culture of safety journey, identified six more units for CUSP implementation based on the Phase 2 SAQ scores of 2010. Accordingly the Medical 1, Medical 2, Surgical 1, Surgical 2, Day Case and OBGYN Units were identified for the CUSP roll out. Senior Executive leaders were assigned to each of these new CUSP units to ensure leadership commi
The Role of Evidence-Based Design | Miron ConstructionMiron Construction
In this overview of evidence-based design in healthcare, Miron Construction takes a look at how the physical environment, along with other factors such as cultural and social, can impact the patient and practitioner experience in giving and receiving care.
This plenary took place on Tuesday, October 6, at 8:30 am at the International Conference on Communication in Healthcare (ICCH), in Miami Beach, Florida, USA.
The Path to Safe and Reliable Healthcare
Michael Leonard, MD
Michael Leonard, MD, is the Physician Leader for Patient Safety at Kaiser Permanente, a Principal at Pascal Metrics, and a Faculty member at the Institute for Healthcare Improvement (IHI). An Honors graduate of the University of Missouri School of Medicine, Michael did his postgraduate
training in Internal Medicine and Anesthesiology at Harvard’s Beth Israel Hospital in Boston, with fellowship training in cardiac anesthesia. Michael was a practicing anaesthesiologist for 14 years
with the Colorado Permanente Medical Group, where he was Chief of Anesthesia, Chief of Surgical Services, and Chairman of the Board of Directors. In 1999, he helped Kaiser forge a collaborative relationship with Dr. Robert Helmreich’s Human Factors Research Project to work on the application
of human factors teamwork and communication training in medicine.
For the past several years, he has taught extensively throughout the Kaiser system and outside organizations in high-risk areas such as surgery, obstetrics, critical care and others to enhance safety. His relationships with outside organizations include Duke, Baylor, Sloan Kettering, ICSI, Minnesota Children’s, Ascension, Adventist, VHA, Greater New York Hospital Association and
others. At the IHI, he has been active in several domains, including the Patient Safety Officer Training Course, Transforming Care at the Bedside, the Superior Performance Initiative in the United Kingdom, and Patient Safety Scotland.
Learn about the AORN Syntegrity® Framework, standardized clinical content providing a consistent method for documenting perioperative patient care that has been validated by expert perioperative nurses. This framework aligns documentation with nursing workflow enabling reliable and valid data to be captured. Documentation represents the perioperative nursing plan of care via the most up-to-date version of the PNDS language (3rd version) and complements a perioperative information system or Electronic Health Record.
Caring for perioperative clients
Contents Outline
Objectives.
Introduction.
Phases of perioperative care.
Types of surgery.
Categories of surgery based on urgency.
Preoperative assessment.
Surgical risk factors.
Preoperative preparation.
Nursing diagnosis and intervention in preoperative phase.
Postoperative care.
Nursing diagnosis and intervention in postoperative period.
Postoperative complications.
Näin teet onnistunutta blogimarkkinointiaA-lehdet Oy
Tuottajamme Inke Ketonen kertoi Kauneusseminaarissa 24.5.2016, miten tehdään onnistunutta blogimarkkinointia. Tutustu Inken esitykseen ja poimi talteen kuusi vinkkiä tulokselliseen blogiyhteistyöhön.
ISSUES IN HEALTH MANAGEMENT AND ITS CURRENT NEEDSrithi12
The Indian healthcare scenario presents a spectrum of contrasting landscapes. At one end of the spectrum are the glitzy steel and glass structures delivering high tech medicare to the well-heeled, mostly urban Indian. At the other end are the ramshackle outposts in the remote reaches of the “other India” trying desperately to live up to their identity as health subcenters, waiting to be transformed to shrines of health and wellness, a story which we will wait to see unfold. With the rapid pace of change currently being witnessed, this spectrum is likely to widen further, presenting even more complexity in the future.
Build Physician Relationships that Drive Business Results; Part 1Renown Health
Baystate Health has established a comprehensive, data-driven approach to cultivate new physician referrals, retain current business and earn trust. Learn how market intelligence, business analytics and customer experience design are used to focus physician outreach efforts and drive bottom line results.
Ever had this nagging feeling you just weren't sure why a physician referred his or her patients to a competitor over you? You have the advanced technology, latest clinical trials, and maybe even a top-notch team of liaisons. Outside of insurance, there are many other functional and emotional factors affecting physician referral behaviors. Most of these can be indicated by leakage reports, but these don't explain the WHY behind them.
In this presentation, given with St. Jude Children's Research Hospital, we explore the combined use of experience map and decision factors research to get at the heart of the issue...which ultimately drives clinical volume.
Done properly, process mapping can be a very powerful technique in many different applications. Here is an example where the wait times in a health care facility were reduced dramatically by effective use of Process and Value Stream maps.
Patient often has at least some anxietyFear of dia.docxdanhaley45372
Patient often has at least some anxiety
Fear of diagnosis
Discomfort with lack of privacy
Fear of high costs/ time off work
Fear of pain or discomfortDifficult for MD’s and nurses
Administrative role to provide a supportive environment
Patient judge medical care based upon their entire experience, not just physician quality
Parking
Registration
BillingDemeanor of manager may dispel complaints
Listen, empathize, change what you can, however….
Medical decisions are still the MD’s responsibility
Timeliness
Respect that their time is as important as yoursProvider attitude
Happy doctors and nurses, good “bedside manner”Complaints may be a symptom of a larger problem
Patient anxiety
Financial concerns
Too little time with MDMD didn’t listenStaff was rude, uncaringWait too longMD took calls during examPoor teaching, no explanation for testsPoor explanation of billing, insurancePoor communication between specialist and primary care
Top complaints revolve around time, respect, and patient instructionGather facts, information
Remember subjective patient information is only one side of the story
Patients may be misunderstanding the purpose for tests or MD decisionsEasier to resolve when organizational systems are in place
Identification of the problem
Reactive: Complaints
Proactive: Data collection such as surveysAnalyze data to identify trendsCommunicate information in an impartial way to staff, leadersImplement actions to reverse trendsContinuous evaluation to assure effectiveness
Inform patients of why the survey is being done
What the data will be used for
Confidentiality; that answers won’t affect future medical careProvide a stamped envelope
Put no burden on the patient
If a patient puts their name and a personal note provide a personal responseCommunicate results to staff
Complaint resolution/ patient relations is an area where an administrator can make a tremendous impact
May reduce malpractice claimsNeed MD support
Establish peer review processes for MD’s
MD’s should be evaluated by other MD’s
Put in place a formal , objective complaint resolution systemCommunicate continuously with staff
Hca 346 ambulatory care administration
Professor Haislip
Chapters 3 & 5
Basis of any quality program is to figure out what the customer wants and needs while meeting or exceeding their expectations.
Driven from theme of customer-driven market
Customer service principles (ex: Six Sigma) and the common methodologies, combined with the ten commonsense principles (CSPs) and personal experiences, will deliver a customer-focused culture.
Figure 3.1
Chapter 3: Engineering the customer connection
Quality Function Development (QFD)- an effective team approach to designing products and services that involves key stakeholders from the organizations that are responsible for what the customer uses or purchases
notably called the voice of the customer
QFD and voice of the consumer refers to development of prioritized set of customers wants and nee.
Automated Medication Compliance Tools for the Provider and PatientHealth Catalyst
When it comes to sustaining patient health outcomes, compliance and adherence to medication regimens are critically important, especially as providers manage patients with complex care needs and multiple medications. But, with provider burnout and staffing shortages at an all-time high, an efficient solution is critical. The use of automated medication management workflows to decrease provider burnout, while improving both medication compliance and patient engagement, is the way forward.
This Conversation May be Recorded for Quality PurposesTraceByTWSG
Three industry leaders will share strategies to improve patient experience by recording, monitoring and scoring patient encounters.
As consumers, we have come to expect customer service calls to be recorded for quality purposes. This presentation will share why leading healthcare organizations are now following suit and incorporating recording and quality scoring throughout the revenue cycle. A panel of Patient Access innovators will share methods for monitoring and scoring patient encounters to improve patient experience. Attendees will hear outcomes and walk away with practical steps to standardize communication best practices among their teams.
Transitions to new teams are common during healthcare, esp. perioperative care, and are a potent source of error. How do we reduce this source of problems?
Presentation given at NE HIMMS symposium highlighting the coordination of Process Improvement and Project Management for an operational project in a long term care facility.
Workplace productivity is an estimate of how efficiently organizations utilize their resources to accomplish business objectives. Improving productivity is important because increasing it can increase revenue using the same or fewer resources.
CLEVELAND CLINIC
Weston, Florida
By Svetlana Alpin
Abstract
SWOT analysis was done on Cleveland Clinic in Weston, Florida. The assessment was performed by the identification of mission, vision, values, and objective of the company to understand the external and internal elements of the facility. The research brings attention to the working culture, the implementation tactics, the available gaps, the available opportunities, and the strengths of the company to be able to solve arising issues.
The key focus in this presentation is scrutiny of the elemental input, achievable outcomes, and suggestions on the possible changes to make service delivery more effective.
Introduction
Cleveland Clinic is located in Weston, Florida along the 2950 Cleveland Clinic Blvd off Weston Road.
It is a non-profit clinical group.
Mission
Quality of care, investigation of problems, education of the consumers
Vision
Becoming world-class leaders, healthcare education, and patient experiences
Objectives
Specialized care through research and education
Qualified support team
Efficiency and affordability of medical care
Quality service provision through the application, evaluation sharing of new technology (Cleveland Clinic, n.d)
3
Values
Quality through standardization of services
Innovation by the encouragement of implementation practice
Team effort through collaboration and sharing
Integrity- adherence to regulation
This is done in
Professionalism
Commitment to Honesty, Trust, Respect, Dignity, Transparency, and Confidentiality
Service and compassion (Cleveland Clinic, n.d).
4
Purpose
In healthcare- the assessment of strategic planning through realistic objectives.
It helps in the re-evaluation of implementation tactics and pathways for successful outcome development by identifying
Internal Elements
S - Strengths
W - Weaknesses
External Elements
O - Opportunities
T - Threats
5
Strengths
Specialized care in the diverse fields
Global reach (Coutre, 2017)
Certified Professional experts
Centralized location
Availability of resources from donations and partnership
Great use of technology (blog, news, apps, search bars)
A good reputation
ranked as the first in the Miami-Fort Lauderdale metro area by U.S News & World Report (Cleveland Clinic-b, n.d).
6
Weaknesses
Too much diversification
Possibility of poor documentation
Vulnerabilities in accountability and responsibility management in the health system
There is no indication of the presence of a charge responsible for the health system
Limited standardization of equipment
7
Opportunities
An increasing trend in self-management
Capitalization on the bargaining power
Opportunity for development of big data management
Diversification into more community development
8
Threats
Non-profit healthcare already exists in many places
The sustainability of its growth is dependent on the availability of infrastructure
Lack of a stable healthcare environme ...
Similar to Perioperative Healthcare Consulting (20)
Healthcare redesign is problematic worldwide. A missing ingredient is the ‘last mile’ - connecting the front-line workers with the redesign principles. A variety of models are presented to assist design-led thinking that includes all healthcare’s levels - macro-, meso- and micro-. Engagement of individuals engages teams, and leads to healthcare redesign.
Quality data reporting, can private hospitals take the lead? (Clinician presentation to Panel session)
Consumers demand transparency and ‘data geeks’ promise use ‘visualisation’, but how and why should private hospitals report their data? Can the private hospital sector take a lead?
See the clinician perspective (we are all consumers - not just patients) from a panel containing a private hospitals chain CEO, a clinician and the policy manager of Consumers Health Forum.
Healthcare System problems have significant effects on humans - both patients and healthcare workers. Risk, cost, efficiency and satisfaction are affected.
How can we improve this?
Presentation delivered to healthcare leaders in Adelaide in 07/2019
What are the social and technological trends driving the transition in healthcare from reactive disease-care, to proactive health optimisation?
How will this affect your work?
A presentation delivered to healthcare leaders in Sydney, Melbourne, Adelaide and Brisbane in 2018
New Directions in Targeted Therapeutic Approaches for Older Adults With Mantl...i3 Health
i3 Health is pleased to make the speaker slides from this activity available for use as a non-accredited self-study or teaching resource.
This slide deck presented by Dr. Kami Maddocks, Professor-Clinical in the Division of Hematology and
Associate Division Director for Ambulatory Operations
The Ohio State University Comprehensive Cancer Center, will provide insight into new directions in targeted therapeutic approaches for older adults with mantle cell lymphoma.
STATEMENT OF NEED
Mantle cell lymphoma (MCL) is a rare, aggressive B-cell non-Hodgkin lymphoma (NHL) accounting for 5% to 7% of all lymphomas. Its prognosis ranges from indolent disease that does not require treatment for years to very aggressive disease, which is associated with poor survival (Silkenstedt et al, 2021). Typically, MCL is diagnosed at advanced stage and in older patients who cannot tolerate intensive therapy (NCCN, 2022). Although recent advances have slightly increased remission rates, recurrence and relapse remain very common, leading to a median overall survival between 3 and 6 years (LLS, 2021). Though there are several effective options, progress is still needed towards establishing an accepted frontline approach for MCL (Castellino et al, 2022). Treatment selection and management of MCL are complicated by the heterogeneity of prognosis, advanced age and comorbidities of patients, and lack of an established standard approach for treatment, making it vital that clinicians be familiar with the latest research and advances in this area. In this activity chaired by Michael Wang, MD, Professor in the Department of Lymphoma & Myeloma at MD Anderson Cancer Center, expert faculty will discuss prognostic factors informing treatment, the promising results of recent trials in new therapeutic approaches, and the implications of treatment resistance in therapeutic selection for MCL.
Target Audience
Hematology/oncology fellows, attending faculty, and other health care professionals involved in the treatment of patients with mantle cell lymphoma (MCL).
Learning Objectives
1.) Identify clinical and biological prognostic factors that can guide treatment decision making for older adults with MCL
2.) Evaluate emerging data on targeted therapeutic approaches for treatment-naive and relapsed/refractory MCL and their applicability to older adults
3.) Assess mechanisms of resistance to targeted therapies for MCL and their implications for treatment selection
New Drug Discovery and Development .....NEHA GUPTA
The "New Drug Discovery and Development" process involves the identification, design, testing, and manufacturing of novel pharmaceutical compounds with the aim of introducing new and improved treatments for various medical conditions. This comprehensive endeavor encompasses various stages, including target identification, preclinical studies, clinical trials, regulatory approval, and post-market surveillance. It involves multidisciplinary collaboration among scientists, researchers, clinicians, regulatory experts, and pharmaceutical companies to bring innovative therapies to market and address unmet medical needs.
Basavarajeeyam is an important text for ayurvedic physician belonging to andhra pradehs. It is a popular compendium in various parts of our country as well as in andhra pradesh. The content of the text was presented in sanskrit and telugu language (Bilingual). One of the most famous book in ayurvedic pharmaceutics and therapeutics. This book contains 25 chapters called as prakaranas. Many rasaoushadis were explained, pioneer of dhatu druti, nadi pareeksha, mutra pareeksha etc. Belongs to the period of 15-16 century. New diseases like upadamsha, phiranga rogas are explained.
These simplified slides by Dr. Sidra Arshad present an overview of the non-respiratory functions of the respiratory tract.
Learning objectives:
1. Enlist the non-respiratory functions of the respiratory tract
2. Briefly explain how these functions are carried out
3. Discuss the significance of dead space
4. Differentiate between minute ventilation and alveolar ventilation
5. Describe the cough and sneeze reflexes
Study Resources:
1. Chapter 39, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 34, Ganong’s Review of Medical Physiology, 26th edition
3. Chapter 17, Human Physiology by Lauralee Sherwood, 9th edition
4. Non-respiratory functions of the lungs https://academic.oup.com/bjaed/article/13/3/98/278874
ARTIFICIAL INTELLIGENCE IN HEALTHCARE.pdfAnujkumaranit
Artificial intelligence (AI) refers to the simulation of human intelligence processes by machines, especially computer systems. It encompasses tasks such as learning, reasoning, problem-solving, perception, and language understanding. AI technologies are revolutionizing various fields, from healthcare to finance, by enabling machines to perform tasks that typically require human intelligence.
Explore natural remedies for syphilis treatment in Singapore. Discover alternative therapies, herbal remedies, and lifestyle changes that may complement conventional treatments. Learn about holistic approaches to managing syphilis symptoms and supporting overall health.
Flu Vaccine Alert in Bangalore Karnatakaaddon Scans
As flu season approaches, health officials in Bangalore, Karnataka, are urging residents to get their flu vaccinations. The seasonal flu, while common, can lead to severe health complications, particularly for vulnerable populations such as young children, the elderly, and those with underlying health conditions.
Dr. Vidisha Kumari, a leading epidemiologist in Bangalore, emphasizes the importance of getting vaccinated. "The flu vaccine is our best defense against the influenza virus. It not only protects individuals but also helps prevent the spread of the virus in our communities," he says.
This year, the flu season is expected to coincide with a potential increase in other respiratory illnesses. The Karnataka Health Department has launched an awareness campaign highlighting the significance of flu vaccinations. They have set up multiple vaccination centers across Bangalore, making it convenient for residents to receive their shots.
To encourage widespread vaccination, the government is also collaborating with local schools, workplaces, and community centers to facilitate vaccination drives. Special attention is being given to ensuring that the vaccine is accessible to all, including marginalized communities who may have limited access to healthcare.
Residents are reminded that the flu vaccine is safe and effective. Common side effects are mild and may include soreness at the injection site, mild fever, or muscle aches. These side effects are generally short-lived and far less severe than the flu itself.
Healthcare providers are also stressing the importance of continuing COVID-19 precautions. Wearing masks, practicing good hand hygiene, and maintaining social distancing are still crucial, especially in crowded places.
Protect yourself and your loved ones by getting vaccinated. Together, we can help keep Bangalore healthy and safe this flu season. For more information on vaccination centers and schedules, residents can visit the Karnataka Health Department’s official website or follow their social media pages.
Stay informed, stay safe, and get your flu shot today!
Knee anatomy and clinical tests 2024.pdfvimalpl1234
This includes all relevant anatomy and clinical tests compiled from standard textbooks, Campbell,netter etc..It is comprehensive and best suited for orthopaedicians and orthopaedic residents.
1. Dr Douglas Fahlbusch
MBBS, FANZCA, GAICD, GDM
Perioperative Healthcare Consulting - Profit through Reputation
2. Perioperative Consulting
Perioperative Established 2012
Investigate & Commercialise
Perioperative workflow
improvements
Unique:
Clinical insights with
Business process experts
Perioperative Consulting Est 2015
Connect and Support Healthcare
People
Profit through Reputation
3. Dr Douglas Fahlbusch
Founder
Specialist (Anaesthesia)
15yrs/ 15,000 cases
Business/ Director
training and experience
(MB,BS, FANZCA, GDM, MAICD)
Profit through Reputation
5. Common Problems
Ageing population, Medical complexity
Funding pressures
‘Presentee’-ism - worse than absentee-ism
Difficulty finding quality middle management
Unrealistic expectations from visiting doctors
Profit through Reputation
6. Common Mistakes
Isolated clinical improvement -> can be ineffective
Isolated budgetary improvement -> can generate cost
elsewhere
Compliance as a burden -> missed opportunity for innovation
Pooled costs -> unable to diagnose and treat
Insufficient community building -> reduced referrals -> non-
contributory visiting personnel
Profit through Reputation
12. Text
Hospital Flow
Incomplete - ignores external providers. Time and Place not differentiated
Source: Fowler — Craig — Fredendall — Damali. AORN JANUARY 2008, VOL 87, NO 1, p 195
Profit through Reputation
13. Problems
Incomplete access to patient information increases
risk of errors
Existing systems complicate data access and disrupt
workflows = frustration, risk
Mobility, configurability new expectations
Profit through Reputation
15. Process improvements
Must focus on:
1. Flow of information: avoid delays
2. Team-members: cross-check vs duplication
3. Processes: include variations, feedback
Must be credible
Profit through Reputation
17. 2. Team Members
Functions/ roles well-defined.
Processes ill-defined
overlap, duplication, little cross-checking
Identify Key Players.
Reduce duplication, delay
Increase cross-checking, efficiency
Profit through Reputation
18. 3. Processes
Variations, failures, work-arounds
Interdependencies:
Time, Data
Internal and external functions
Routine feedback, reporting
‘Failures’ flagged for immediate intervention
Profit through Reputation