The Orthopedic Faculty Clinic Shared Governance Committee developed an outdoor picnic/staff meeting area using $500 in donations from providers. This new space allows their 20 daily staff members to meet and eat comfortably, as the indoor lunchroom only accommodates six people. Working together on this and other projects, the diverse committee of nurses, technicians, clerks, and others discovered the benefits of collaboration. They now have high morale, loyalty to the team, and a logo to represent their work improving patient and staff safety and experience at the clinic.
We built a modeling space with HUS, Hospital District of Helsinki, to empower innovative planning and co-design for the New Children Hospital.
Project Aim was to create and co-test the modeling space/room, and report possible innovative ideas that come up while doing it. The ultimate aim is to find the best possible design for a (high-dependency) hospital room. In a way the goal was thus twofold: To create a physical testing space and to gather information and ideas.
We built a modeling space with HUS, Hospital District of Helsinki, to empower innovative planning and co-design for the New Children Hospital.
Project Aim was to create and co-test the modeling space/room, and report possible innovative ideas that come up while doing it. The ultimate aim is to find the best possible design for a (high-dependency) hospital room. In a way the goal was thus twofold: To create a physical testing space and to gather information and ideas.
Healthcare Excellence AcceLerator (HEAL) is a collaboration hub, co-led by the QUT Design Lab and the Healthcare Improvement Unit at Clinical Excellence Queensland over 2020-2021. HEAL is designed to act as a bridge between the QUT design and innovation community and Queensland Health, accelerating healthcare improvement efforts across the state.
This summary report outlines some of the key projects over 2020-21, and the impact of designers, working in collaboration with consumers and clinicians to transform healthcare.
Suggested citation: QUT Design Lab (2021). Healthcare + Design = Innovation. QUT
Your Aging Patient Bed Tower - Top Ten Considerations When RenovatingArray Architects
To hear Adrian's presentation, follow this link: http://snack.to/b7c9ekkz
While the benefits of caring for inpatients within a private room have now been time tested, there are thousands who still receive care outside of this clinically preferred environment on a daily basis. As is often the case, the benefits may be clear, but the perceived cost of providing more private patient rooms has prevented the wholesale adoption of this basic principle throughout the United States.
Building new bed towers has been an option for systems that could afford to build new facilities. However, many systems do not have that luxury or are landlocked, at capacity and cannot expand or afford to give up beds from their license. This session will provide a roadmap for the successful renovation of patient units to accommodate all private rooms, or enhanced 2-Bed rooms that incorporate best clinical practices in a cost effective manner.
By breaking down the success factors into ten key considerations, this session will allow designers, managers, and contractors to plan and execute such projects more effectively. Case studies will be presented to demonstrate how this straightforward approach can increase the success of renovations that convert (primarily) double bedded units into single patient room units.
Stellar Performer Seattle Childrens Hospital and Regional Medica.docxwhitneyleman54422
Stellar Performer: Seattle Children's Hospital and Regional Medical Center Hospital wide Process Redesign Virginia Klamon The growth in project management is powered by the speed of change in every sector of the American economy. The techniques traditionally applied to the manufacturing or aerospace industries are proving equally valuable in the services sector, particularly when applied to process redesign or improvement efforts.
Children's Hospital of Seattle, Washington, a regional leader in pediatric medical services, initiated a large-scale redesign of its patient management process due to mounting customer complaints and signs of deteriorating employee morale. The hospital organized a team to undertake the effort of redesigning patient management systems and named the project “Encounters.” The new system would streamline and standardize processes such as admitting, registration, scheduling, and insurance verification. The goal was to make things easier and more efficient at Children's, from the initial call from a family or doctor to the visit or stay, and following discharge.
Stage One: Diagnostic Assessment From August to November the project team performed a diagnostic assessment as stage one of the effort. The team gathered customer feedback data, interviewed key organization stakeholders, created a process map of the current system, and identified external business needs driving current industry changes. The primary deliverable from this stage was the project charter. This document included a scope definition, process goals and objectives, project approach, resource requirements, cost-benefit assessment, and risk matrix. The project scope definition included the boundaries of the organizational change and the work required to accomplish it.
Stage Two: Preliminary Design The project team quickly moved to the second stage— preliminary design— once the project charter was drafted and approved. Using creative thinking and proven process modeling tools, the team was ready to move forward to design a new patient management system. During this stage each new process link was painstakingly identified and documented. An iterative approach allowed successive design ideas to be layered in on top of the ever-developing process model. Patient scenarios were used to test the evolving design, allowing the team to walk through each step patients would encounter as they were admitted or treated. Stakeholder involvement is critical to organizational redesign, particularly during the development of the preliminary design, the new conceptual process model. To promote involvement and stakeholder input, a display room was open 24 hours a day, seven days a week. From March through July, employees, patients, and physicians were invited to view the new preliminary design. Feedback was encouraged and received, creating repeated design adjustments throughout the phase.
Stage Three: Detailed Design From July through December the team drilled the new processe.
We are delighted and excited to share some of the great work that has been taking place across Wessex to support the WHO World Patient Safety Day. The objectives of World Patient Safety Day are to increase public awareness and engagement, enhance global understanding, and spur global solidarity and action to promote patient safety.
Stairs, lights and communication to nudge employees to use the stairs over the lifts to help increase physical activity rates for improved health outcomes.
Total Joint Replacement- Improving Day of Surgery Efficiency and ThroughputWellbe
Organic growth of total joint replacement volume is growing at 3-4% per year as the number of physicians entering orthopedic residency programs is in decline. Cuts in Medicare reimbursement for total joints is forecast every year producing stressors for the surgeon to perform more surgery just to tread water financially. Increasing surgical volume without increasing time in the day requires a team approach to process improvements. By taking a fresh look at operating room processes, it’s possible to accomplish this goal.
Discussion points include:
• Pre-op patient preparedness
• Resolving inherent conflicts
• Surgical case order
• Tracking case efficiency
• Surgical tray streamlining
About the Speaker:
Sandy Nettrour has specialized in orthopedics for 30 years. She is the Neurosurgery and Orthopedic Service Line Coordinator for Butler Health System, providing oversight of the business aspects of Neurosurgery and Orthopedics, while continuing to first assist in the operating room and provide patient care at the bedside.
Sandy graduated from Alderson Broaddus College in 1980 with a Physician Assistant degree. She has been awarded the Distinguished Fellow Recognition by the American Academy of Physician Assistants, the Hu C. Myers Award for lifetime professional achievement and community service, and the Pennsylvania Society of Physician Assistants Humanitarian of the Year 2013. She was a Round Table Participant in Orthopedics Today June 2012′s “Effective and Efficient Joint Replacement Programs Need Constant Review and Renewal of Processes.”
Hi Friends
This is supa bouy
I am a mentor, Friend for all Management Aspirants, Any query related to anything in Management, Do write me @ supabuoy@gmail.com.
I will try to assist the best way I can.
Cheers to lyf…!!!
Supa Bouy
Healthcare Excellence AcceLerator (HEAL) is a collaboration hub, co-led by the QUT Design Lab and the Healthcare Improvement Unit at Clinical Excellence Queensland over 2020-2021. HEAL is designed to act as a bridge between the QUT design and innovation community and Queensland Health, accelerating healthcare improvement efforts across the state.
This summary report outlines some of the key projects over 2020-21, and the impact of designers, working in collaboration with consumers and clinicians to transform healthcare.
Suggested citation: QUT Design Lab (2021). Healthcare + Design = Innovation. QUT
Your Aging Patient Bed Tower - Top Ten Considerations When RenovatingArray Architects
To hear Adrian's presentation, follow this link: http://snack.to/b7c9ekkz
While the benefits of caring for inpatients within a private room have now been time tested, there are thousands who still receive care outside of this clinically preferred environment on a daily basis. As is often the case, the benefits may be clear, but the perceived cost of providing more private patient rooms has prevented the wholesale adoption of this basic principle throughout the United States.
Building new bed towers has been an option for systems that could afford to build new facilities. However, many systems do not have that luxury or are landlocked, at capacity and cannot expand or afford to give up beds from their license. This session will provide a roadmap for the successful renovation of patient units to accommodate all private rooms, or enhanced 2-Bed rooms that incorporate best clinical practices in a cost effective manner.
By breaking down the success factors into ten key considerations, this session will allow designers, managers, and contractors to plan and execute such projects more effectively. Case studies will be presented to demonstrate how this straightforward approach can increase the success of renovations that convert (primarily) double bedded units into single patient room units.
Stellar Performer Seattle Childrens Hospital and Regional Medica.docxwhitneyleman54422
Stellar Performer: Seattle Children's Hospital and Regional Medical Center Hospital wide Process Redesign Virginia Klamon The growth in project management is powered by the speed of change in every sector of the American economy. The techniques traditionally applied to the manufacturing or aerospace industries are proving equally valuable in the services sector, particularly when applied to process redesign or improvement efforts.
Children's Hospital of Seattle, Washington, a regional leader in pediatric medical services, initiated a large-scale redesign of its patient management process due to mounting customer complaints and signs of deteriorating employee morale. The hospital organized a team to undertake the effort of redesigning patient management systems and named the project “Encounters.” The new system would streamline and standardize processes such as admitting, registration, scheduling, and insurance verification. The goal was to make things easier and more efficient at Children's, from the initial call from a family or doctor to the visit or stay, and following discharge.
Stage One: Diagnostic Assessment From August to November the project team performed a diagnostic assessment as stage one of the effort. The team gathered customer feedback data, interviewed key organization stakeholders, created a process map of the current system, and identified external business needs driving current industry changes. The primary deliverable from this stage was the project charter. This document included a scope definition, process goals and objectives, project approach, resource requirements, cost-benefit assessment, and risk matrix. The project scope definition included the boundaries of the organizational change and the work required to accomplish it.
Stage Two: Preliminary Design The project team quickly moved to the second stage— preliminary design— once the project charter was drafted and approved. Using creative thinking and proven process modeling tools, the team was ready to move forward to design a new patient management system. During this stage each new process link was painstakingly identified and documented. An iterative approach allowed successive design ideas to be layered in on top of the ever-developing process model. Patient scenarios were used to test the evolving design, allowing the team to walk through each step patients would encounter as they were admitted or treated. Stakeholder involvement is critical to organizational redesign, particularly during the development of the preliminary design, the new conceptual process model. To promote involvement and stakeholder input, a display room was open 24 hours a day, seven days a week. From March through July, employees, patients, and physicians were invited to view the new preliminary design. Feedback was encouraged and received, creating repeated design adjustments throughout the phase.
Stage Three: Detailed Design From July through December the team drilled the new processe.
We are delighted and excited to share some of the great work that has been taking place across Wessex to support the WHO World Patient Safety Day. The objectives of World Patient Safety Day are to increase public awareness and engagement, enhance global understanding, and spur global solidarity and action to promote patient safety.
Stairs, lights and communication to nudge employees to use the stairs over the lifts to help increase physical activity rates for improved health outcomes.
Total Joint Replacement- Improving Day of Surgery Efficiency and ThroughputWellbe
Organic growth of total joint replacement volume is growing at 3-4% per year as the number of physicians entering orthopedic residency programs is in decline. Cuts in Medicare reimbursement for total joints is forecast every year producing stressors for the surgeon to perform more surgery just to tread water financially. Increasing surgical volume without increasing time in the day requires a team approach to process improvements. By taking a fresh look at operating room processes, it’s possible to accomplish this goal.
Discussion points include:
• Pre-op patient preparedness
• Resolving inherent conflicts
• Surgical case order
• Tracking case efficiency
• Surgical tray streamlining
About the Speaker:
Sandy Nettrour has specialized in orthopedics for 30 years. She is the Neurosurgery and Orthopedic Service Line Coordinator for Butler Health System, providing oversight of the business aspects of Neurosurgery and Orthopedics, while continuing to first assist in the operating room and provide patient care at the bedside.
Sandy graduated from Alderson Broaddus College in 1980 with a Physician Assistant degree. She has been awarded the Distinguished Fellow Recognition by the American Academy of Physician Assistants, the Hu C. Myers Award for lifetime professional achievement and community service, and the Pennsylvania Society of Physician Assistants Humanitarian of the Year 2013. She was a Round Table Participant in Orthopedics Today June 2012′s “Effective and Efficient Joint Replacement Programs Need Constant Review and Renewal of Processes.”
Hi Friends
This is supa bouy
I am a mentor, Friend for all Management Aspirants, Any query related to anything in Management, Do write me @ supabuoy@gmail.com.
I will try to assist the best way I can.
Cheers to lyf…!!!
Supa Bouy
2. The purpose of this correspondence is toshare the OrthopedicFacultyClinicSharedGovernance
Committee members’ experience workingasateam andencourage otherUNMH staff viathe Monitor
to developtheirSharedGovernance Committees.
The team workproductivelyandsuccessfully inacquiringresourcesto develop anoutdoorpicnic/staff
meetingarea. Withprovider’sdonationsof $500.00 the OFCShared Governance Committeemembers
developed apleasantoutdoorstaff meeting/luncharea.The OrthopedicFacultyCliniclunchroomistoo
small to accommodate the staff torun effectivemeetings togenerate usefulmembercontributions and
too small toaccommodate staff duringlunch. Consequently,priortothe new outdoorarea,staff would
have to siton the ground while eatingoutside,oreatintheircars, or eat earlyor laterinthe day, or not
eat. The OFC lunchroom onlyaccommodatessix people andwe have on an average of 20 staff
members daily.
While workingonthisprojectwe have discoveredasa teamthat thisas well asotherSGC project
optimizesthe groupvalue anduse of all members’diverse skillsand experiences inacollaborative
environment. Becomingskilledatdoingmore withothersmaybe the single mostimportantthing we
can do to increase ourvalue--regardlessof yourlevel of authority.
The group consistedof Nurses,RadiologyTechnologists,OrthopedicTechnicians,Clerks,community
volunteers,andproviders. We concluded of thisprojectwithacelebration. There were 35people that
attendedthe celebration.
Presently,the membersfeel highmoralewithinthe team,
loyaltytothe team,and an identitythatmaybe representedby
a logoor name. We have alsodesign ourown and made
available the logo“We Care”to all interestOFCSGCmembers.
Additional SGCprojectsincludedaluminumtabdonationstothe
RonaldMcDonaldHouse of Charities.
We have designeda“FallingStar”signage whichisthe discreetwayto
alertstaff and identifypatientsathighriskforfalling.The signage is
designedforuse onthe outerof the patient’sroom. Itwill be attached
ontothe examinationdoorbyVelcro. Thisisto complimentthe UHNM
HumptyDumptyinitiative.
Replacingthe loose brickentrance walkwayintothe clinicwith cementto
preventfalls. We have successfullyconvinced administration toinstall
security camerasto improve patientandstaff safety. These are a few
activitieswe have performedandaccomplished.
3. Reflectionof TeamProject
The Orthopedic FacultyClinicSharedGovernance Committee members were indeeddetermined to
thinkconceptuallyandfoundthisprojectchallenging,enjoyableand,mostimportantly,asignificant
stepinfurtheringourcreativityandteamworkskills,andhope thisisreflectedvisuallythrough all our
work via pictures. The projectdurationwasoverseveral monthsonthe weekends byOFCstaff
volunteers. All the equipmentwasdonated andthe listincludes: tables,grill,benches,canopy,
umbrella,mistingsystem,toname a few. The total cost of projectincludinglaborwas$5600.00 of
which$500 was providedbydonationfrom various supportiveOFCproviders. The volunteergroup
consistedof 35 people comprisingfamilyandOFCstaff. We discoveredthatthe teammembers
expediteanddemandedalotfromeachother.In sodoing, we foundthis facilitatedcooperationand
improve employeemorale. We have alsodiscoveredthisapproach createdaclimate thatincreasesjob
satisfaction.
The motivatingfactorof the OFCSGC team verymuchreliesonitsworkdesign. We discoveredahigher
degree of effortisachievedfrom ourteamonlyif the task we performisfoundto be challenging,hasa
majorimpact onthe organization andorits customers,isownedbythe teamand opensdiscussion that
givesoutregularfeedbackonthe team member’s performance. We acceptedall challengesasateam
and our objective isstrongerthaneverandthat is to take ourteam approachand offerthe best
orthopediccare and services forourcommunity.
We like tothankthe providersfortheirdonations,DoctorMercer, Doctor Miller, DoctorBenson,and
Doctor Benallyforyoursupportand monitorydonation.
The OFC SharedGovernance Committeemembers include AnnBrooks,Lynette Gonzales,AliciaGarcia,
Gaye Calvert,Stephanie Chino,Yvette Atencio,J.T.Woods,andRose Ortiz.