Patrick K. Duncan has over 30 years of experience in radiology and interventional procedures. He received his B.S. in Organizational Management from Saint Joseph's University and has held several leadership roles, including Interventional Radiology Manager and Senior Interventional Technologist. Duncan is skilled in vascular protocols, clinical education, and improving customer service and workflow. His collaborative approach focuses on listening, understanding, communicating, educating, and servicing customers to achieve satisfaction and loyalty.
Jeffrey A. Van Lith is seeking a position with St. Jude Medical. He has over 20 years of experience in the medical field working closely with physicians. Currently, he is a Senior Clinical Specialist at St. Jude Medical where he is responsible for educating physicians on various medical products and managing vendor relationships. Previously he held supervisory roles at Swedish Medical Center and Central Washington Hospital, where he oversaw cardiac catheterization labs and managed staff.
Mobile ultrasound services can enhance the patient-healthcare provider relationship by providing convenient, comfortable exams on-site. The mobile ultrasound company will bring high-quality ultrasound equipment and skilled sonographers to clinics and physician offices to perform a variety of exams. This allows patients to avoid traveling to another location and provides additional revenue for healthcare practices without requiring equipment purchases or hiring staff. Mobile ultrasound exams meet or exceed the quality of hospital labs and provide quick report turnarounds.
The document discusses analyzing and improving the inpatient discharge process at a hospital. It outlines the current discharge process flow, collects data on discharge times, and identifies inefficiencies and their causes. Suggestions are made to standardize the process, improve communication and reduce non-value adding steps to decrease discharge times. A proposed discharge checklist model is presented to help streamline the process.
Upstate Cardiology is a cardiology practice founded in 1974 that has grown from 1 physician to over 18 physicians across 4 offices. The intern summarized their administrative role at Upstate Cardiology, which included generating monthly reports on physician productivity, referrals, call rotations, and developing a new patient satisfaction survey. They also gained experience with medical records and shadowed at smaller primary care offices.
Adrianne Miller is a Clinical Research Assistant at Ohio State University Wexner Medical Center with experience in data entry, obtaining vitals, blood draws, EKGs, and processing/shipping specimens for multiple clinical trials. She has a Bachelor's degree in Exercise Science and Health Promotion from Otterbein University and additional exercise physiology coursework from the University of Pittsburgh. Her skills include complying with regulations, maintaining databases, excellent organization, and interacting with clinical teams. Previously she was an Inpatient Cardiac/Pulmonary Rehab Intern where she educated patients and ambulated those recovering from cardiac/pulmonary events.
Jacqueline Adame is seeking an opportunity in a fast-paced healthcare environment where she can utilize her 17 years of experience in medical fields such as medical posting, claims processing, front desk work, insurance verification, charting, and collections. She has strong organizational, communication, and problem-solving skills and is proficient in EMR systems. Adame has worked in various medical offices such as psychiatry, oncology, and cardiology clinics.
Patrick K. Duncan has over 30 years of experience in radiology and interventional procedures. He received his B.S. in Organizational Management from Saint Joseph's University and has held several leadership roles, including Interventional Radiology Manager and Senior Interventional Technologist. Duncan is skilled in vascular protocols, clinical education, and improving customer service and workflow. His collaborative approach focuses on listening, understanding, communicating, educating, and servicing customers to achieve satisfaction and loyalty.
Jeffrey A. Van Lith is seeking a position with St. Jude Medical. He has over 20 years of experience in the medical field working closely with physicians. Currently, he is a Senior Clinical Specialist at St. Jude Medical where he is responsible for educating physicians on various medical products and managing vendor relationships. Previously he held supervisory roles at Swedish Medical Center and Central Washington Hospital, where he oversaw cardiac catheterization labs and managed staff.
Mobile ultrasound services can enhance the patient-healthcare provider relationship by providing convenient, comfortable exams on-site. The mobile ultrasound company will bring high-quality ultrasound equipment and skilled sonographers to clinics and physician offices to perform a variety of exams. This allows patients to avoid traveling to another location and provides additional revenue for healthcare practices without requiring equipment purchases or hiring staff. Mobile ultrasound exams meet or exceed the quality of hospital labs and provide quick report turnarounds.
The document discusses analyzing and improving the inpatient discharge process at a hospital. It outlines the current discharge process flow, collects data on discharge times, and identifies inefficiencies and their causes. Suggestions are made to standardize the process, improve communication and reduce non-value adding steps to decrease discharge times. A proposed discharge checklist model is presented to help streamline the process.
Upstate Cardiology is a cardiology practice founded in 1974 that has grown from 1 physician to over 18 physicians across 4 offices. The intern summarized their administrative role at Upstate Cardiology, which included generating monthly reports on physician productivity, referrals, call rotations, and developing a new patient satisfaction survey. They also gained experience with medical records and shadowed at smaller primary care offices.
Adrianne Miller is a Clinical Research Assistant at Ohio State University Wexner Medical Center with experience in data entry, obtaining vitals, blood draws, EKGs, and processing/shipping specimens for multiple clinical trials. She has a Bachelor's degree in Exercise Science and Health Promotion from Otterbein University and additional exercise physiology coursework from the University of Pittsburgh. Her skills include complying with regulations, maintaining databases, excellent organization, and interacting with clinical teams. Previously she was an Inpatient Cardiac/Pulmonary Rehab Intern where she educated patients and ambulated those recovering from cardiac/pulmonary events.
Jacqueline Adame is seeking an opportunity in a fast-paced healthcare environment where she can utilize her 17 years of experience in medical fields such as medical posting, claims processing, front desk work, insurance verification, charting, and collections. She has strong organizational, communication, and problem-solving skills and is proficient in EMR systems. Adame has worked in various medical offices such as psychiatry, oncology, and cardiology clinics.
This document discusses strategies to optimize patient flow in emergency departments. It outlines steps that can be taken before, during, and after a patient's emergency room visit to improve efficiency and patient care. These include improving triage processes, using fast tracks for less severe patients, coordinating with ancillary services like labs and radiology, and expediting discharges and transfers. The document emphasizes improving communication between doctors, nurses, and other staff through teamwork. It also discusses leveraging technology and monitoring metrics like door-to-doctor times to continuously monitor and enhance patient flow. The overall goal is to reduce delays and improve the experience and outcomes for patients.
Jennifer Kosiol & Heidi Weber - Gold Coast HospitalsInforma Australia
Gold Coast Hospital and Health Service implemented changes to improve operating theatre efficiency in response to recommendations from a Queensland Audit Office report. Key changes included implementing governance structures for theatre scheduling, process mapping the patient journey to identify delays, and staff workshops to prioritize issues. Results showed improvements in turnaround times between cases and rates of first cases beginning on time. Further opportunities were identified to reduce cancelled surgeries and better evaluate the new theatre management information system.
Ken Stevens is seeking a challenging position in the medical product industry utilizing his experience and training in cardiac catheterization. He has over 10 years of experience as a special procedures technologist at Banner Heart Hospital, Heart and Vascular Surgical Center, and Mountain Vista Medical Center, where he supported cardiac cath labs, EP labs, and surgical suites. Ken holds an Associate of Applied Science in Radiologic Technology from Central Arizona College and certifications in ACLS/CPR and as a Radiology Technologist.
This document provides an overview of systems used by nursing staff at a large Dublin hospital. It discusses the hospital background and facilities. It then summarizes the key systems used, including the electronic patient record system called PatientCentre, nurse specialist referral systems, patient document viewing, nursing discharge summaries, and rostering and staff management systems. The document concludes by noting that many new initiatives are underway and looks forward to a busy 2012.
EiTESAL eHealth Conference 14&15 May 2017 EITESANGO
This document provides information about Millensys, an IT company that provides unified e-health solutions. It discusses Millensys' products and services, which include modules like PACS, RIS, EHR and mobile apps. It also provides examples of projects Millensys has completed, automating radiology departments and implementing telemedicine solutions in countries like Egypt, Greece and South Africa. The document aims to demonstrate how Millensys' e-health solutions can benefit physicians, patients, managers, operators and payers.
Improvement Story session at the 2013 Saskatchewan Health Care Quality Summit. For more information about the summit, visit www.qualitysummit.ca. Follow @QualitySummit on Twitter.
Pooled referrals are quickly becoming a very popular choice among patients being referred to a specialist. Some Saskatchewan specialists that are using pooled referrals are reducing patient wait times by as much as a half.
Better Care
Corrine Jabs
This document contains charts and graphs showing the total number of cataract surgeries performed each year from 2007-2008 to 2013-2014, with numbers rising from around 5.4 million to over 6.1 million. It discusses the importance of safe, high-quality and affordable cataract surgery and lists equipment and technologies needed to properly perform surgeries. It also discusses metrics like intervention ratio, pre-and post-operation vision to measure quality of care, and suggests separating free/subsidized care from paid services to better serve different populations. Quality is defined as discipline, preparedness, affordability and doing things right even when unobserved.
Dr Michele Genevieve and Dr Matt Summerscales - SJG Midland Public HospitalInforma Australia
This document summarizes the challenges and improvements over the past year at the emergency department of SJG Midland Public Hospital. The department faced increasing patient presentations beyond its capacity. Key challenges included staffing shortages, avoiding ambulance diversions, improving wait times, and increasing senior review of patients. Over the past year, the department implemented several changes including senior physician triage of patients, securing inpatient admission rights, and opening an internal waiting area to accept patients and free up ambulances. These changes resulted in improved compliance with treatment time benchmarks and eliminated ambulance diversions in 2017 despite further increases in patient volumes.
The document discusses patient flows and the productivity paradox in healthcare. It explains that increasing productivity and throughput is challenging due to bottlenecks that can form from small variations in patient arrival times and processing times. This causes wait times and the number of patients to grow disproportionately. True improvements require focusing on the entire system, continuous improvement, empowering frontline staff, and understanding workflows and interdependencies rather than just focusing on cost cutting or productivity in isolation.
This document discusses banning probabilistic sensitivity analysis (PSA) and promoting old-fashioned sensitivity analysis (OFSA) in health technology assessments. It argues that PSA should not be the base case analysis because characterizing uncertainty is important, and OFSA provides useful information to policymakers. Interviews with policymakers found that OFSA focuses discussions on important factors and is easier to understand than cost-effectiveness acceptability curves from PSA. The conclusion is that both probabilistic analysis and OFSA have value, but PSA should not be required as the base case.
Andi Everett has over 15 years of experience as a registered radiologic technologist with expertise in interventional radiology and angiography procedures. She has a proven track record of providing quality healthcare and gaining a reputation as a subject matter expert. Everett is seeking a sales territory manager position where she can utilize her strong communication, customer focus, and business skills developed over her career.
Once upon a time, cardiac procedures were only performed in operating rooms at a hospital. But now many cardiologists are considering the ASC (Ambulatory Surgery Centers) model and performing diagnostic and some interventional procedures there instead of in a hospital.
Sharon Benfield has over 25 years of experience in healthcare, including over 15 years as a supervisor in radiology departments. She has a Master's in Healthcare Administration and a Bachelor's in Biology. She is skilled in strategic planning, collaborating with physicians and administrators, and improving operational efficiencies. Currently she supervises 16 staff members at Catawba Valley Medical Center, where she serves as the after-hours contact and helps coordinate patient care between departments.
Elective care conference: imaging demand and capacity NHS Improvement
The document summarizes the results of demand and capacity modeling done for radiology services at Bradford Teaching Hospitals NHS Foundation Trust. The modeling found current deficits between 239-290 CT slots and 28-83 MRI slots per week to meet demand at the 65th-85th percentiles. For CT, there is also a backlog of 176-241 patients that requires clearing. The conclusions are that measuring demand, capacity, activity and backlog allows identification of bottlenecks and focus of improvement efforts, and justification of capital investments or alternate solutions to address shortfalls.
Elective Care Conference: system wide approach to improving cancer waiting ti...NHS Improvement
The document discusses the London Cancer Alliance's system-wide approach to improving cancer waiting times performance across North West and South London. It provides an overview of the Alliance's performance monitoring and pathway improvement initiatives. Tumor-specific data is analyzed to identify areas for targeted improvement work. Scorecards with key metrics are used to monitor performance at both the alliance and trust levels, and tumor pathway groups meet regularly to address issues. The goal is continued standard achievement through embedded data analysis and clinical engagement in pathway redesign.
The US Army Combined Arms Support Command and The Ashe Center are presenting an event. The event is being jointly presented by the two organizations. The purpose and topic of the event is not specified in the brief title provided.
Implementing Physician Assistants in the ED to improve patient experience Criterion Conferences
• Supporting doctors to help expedite patient care
• Ensuring high quality and timely care
• Examining effectiveness one year on
Benjamin Close Director Emergency Townsville Hospital, QLD
Icu admission, discharge criteria and triagefakhfas
The document outlines admission and discharge criteria for intensive care units (ICU). It states that ICUs should only admit patients with reversible medical conditions and a reasonable chance of substantial recovery. It provides examples of conditions that would qualify for ICU admission in various body systems. Discharge criteria include stabilized vital signs and lessened care needs. The document notes triage may be necessary due to limited ICU beds, and that factors like severity, prognosis, treatment response and quality of life will be considered.
This document discusses strategies to optimize patient flow in emergency departments. It outlines steps that can be taken before, during, and after a patient's emergency room visit to improve efficiency and patient care. These include improving triage processes, using fast tracks for less severe patients, coordinating with ancillary services like labs and radiology, and expediting discharges and transfers. The document emphasizes improving communication between doctors, nurses, and other staff through teamwork. It also discusses leveraging technology and monitoring metrics like door-to-doctor times to continuously monitor and enhance patient flow. The overall goal is to reduce delays and improve the experience and outcomes for patients.
Jennifer Kosiol & Heidi Weber - Gold Coast HospitalsInforma Australia
Gold Coast Hospital and Health Service implemented changes to improve operating theatre efficiency in response to recommendations from a Queensland Audit Office report. Key changes included implementing governance structures for theatre scheduling, process mapping the patient journey to identify delays, and staff workshops to prioritize issues. Results showed improvements in turnaround times between cases and rates of first cases beginning on time. Further opportunities were identified to reduce cancelled surgeries and better evaluate the new theatre management information system.
Ken Stevens is seeking a challenging position in the medical product industry utilizing his experience and training in cardiac catheterization. He has over 10 years of experience as a special procedures technologist at Banner Heart Hospital, Heart and Vascular Surgical Center, and Mountain Vista Medical Center, where he supported cardiac cath labs, EP labs, and surgical suites. Ken holds an Associate of Applied Science in Radiologic Technology from Central Arizona College and certifications in ACLS/CPR and as a Radiology Technologist.
This document provides an overview of systems used by nursing staff at a large Dublin hospital. It discusses the hospital background and facilities. It then summarizes the key systems used, including the electronic patient record system called PatientCentre, nurse specialist referral systems, patient document viewing, nursing discharge summaries, and rostering and staff management systems. The document concludes by noting that many new initiatives are underway and looks forward to a busy 2012.
EiTESAL eHealth Conference 14&15 May 2017 EITESANGO
This document provides information about Millensys, an IT company that provides unified e-health solutions. It discusses Millensys' products and services, which include modules like PACS, RIS, EHR and mobile apps. It also provides examples of projects Millensys has completed, automating radiology departments and implementing telemedicine solutions in countries like Egypt, Greece and South Africa. The document aims to demonstrate how Millensys' e-health solutions can benefit physicians, patients, managers, operators and payers.
Improvement Story session at the 2013 Saskatchewan Health Care Quality Summit. For more information about the summit, visit www.qualitysummit.ca. Follow @QualitySummit on Twitter.
Pooled referrals are quickly becoming a very popular choice among patients being referred to a specialist. Some Saskatchewan specialists that are using pooled referrals are reducing patient wait times by as much as a half.
Better Care
Corrine Jabs
This document contains charts and graphs showing the total number of cataract surgeries performed each year from 2007-2008 to 2013-2014, with numbers rising from around 5.4 million to over 6.1 million. It discusses the importance of safe, high-quality and affordable cataract surgery and lists equipment and technologies needed to properly perform surgeries. It also discusses metrics like intervention ratio, pre-and post-operation vision to measure quality of care, and suggests separating free/subsidized care from paid services to better serve different populations. Quality is defined as discipline, preparedness, affordability and doing things right even when unobserved.
Dr Michele Genevieve and Dr Matt Summerscales - SJG Midland Public HospitalInforma Australia
This document summarizes the challenges and improvements over the past year at the emergency department of SJG Midland Public Hospital. The department faced increasing patient presentations beyond its capacity. Key challenges included staffing shortages, avoiding ambulance diversions, improving wait times, and increasing senior review of patients. Over the past year, the department implemented several changes including senior physician triage of patients, securing inpatient admission rights, and opening an internal waiting area to accept patients and free up ambulances. These changes resulted in improved compliance with treatment time benchmarks and eliminated ambulance diversions in 2017 despite further increases in patient volumes.
The document discusses patient flows and the productivity paradox in healthcare. It explains that increasing productivity and throughput is challenging due to bottlenecks that can form from small variations in patient arrival times and processing times. This causes wait times and the number of patients to grow disproportionately. True improvements require focusing on the entire system, continuous improvement, empowering frontline staff, and understanding workflows and interdependencies rather than just focusing on cost cutting or productivity in isolation.
This document discusses banning probabilistic sensitivity analysis (PSA) and promoting old-fashioned sensitivity analysis (OFSA) in health technology assessments. It argues that PSA should not be the base case analysis because characterizing uncertainty is important, and OFSA provides useful information to policymakers. Interviews with policymakers found that OFSA focuses discussions on important factors and is easier to understand than cost-effectiveness acceptability curves from PSA. The conclusion is that both probabilistic analysis and OFSA have value, but PSA should not be required as the base case.
Andi Everett has over 15 years of experience as a registered radiologic technologist with expertise in interventional radiology and angiography procedures. She has a proven track record of providing quality healthcare and gaining a reputation as a subject matter expert. Everett is seeking a sales territory manager position where she can utilize her strong communication, customer focus, and business skills developed over her career.
Once upon a time, cardiac procedures were only performed in operating rooms at a hospital. But now many cardiologists are considering the ASC (Ambulatory Surgery Centers) model and performing diagnostic and some interventional procedures there instead of in a hospital.
Sharon Benfield has over 25 years of experience in healthcare, including over 15 years as a supervisor in radiology departments. She has a Master's in Healthcare Administration and a Bachelor's in Biology. She is skilled in strategic planning, collaborating with physicians and administrators, and improving operational efficiencies. Currently she supervises 16 staff members at Catawba Valley Medical Center, where she serves as the after-hours contact and helps coordinate patient care between departments.
Elective care conference: imaging demand and capacity NHS Improvement
The document summarizes the results of demand and capacity modeling done for radiology services at Bradford Teaching Hospitals NHS Foundation Trust. The modeling found current deficits between 239-290 CT slots and 28-83 MRI slots per week to meet demand at the 65th-85th percentiles. For CT, there is also a backlog of 176-241 patients that requires clearing. The conclusions are that measuring demand, capacity, activity and backlog allows identification of bottlenecks and focus of improvement efforts, and justification of capital investments or alternate solutions to address shortfalls.
Elective Care Conference: system wide approach to improving cancer waiting ti...NHS Improvement
The document discusses the London Cancer Alliance's system-wide approach to improving cancer waiting times performance across North West and South London. It provides an overview of the Alliance's performance monitoring and pathway improvement initiatives. Tumor-specific data is analyzed to identify areas for targeted improvement work. Scorecards with key metrics are used to monitor performance at both the alliance and trust levels, and tumor pathway groups meet regularly to address issues. The goal is continued standard achievement through embedded data analysis and clinical engagement in pathway redesign.
The US Army Combined Arms Support Command and The Ashe Center are presenting an event. The event is being jointly presented by the two organizations. The purpose and topic of the event is not specified in the brief title provided.
Implementing Physician Assistants in the ED to improve patient experience Criterion Conferences
• Supporting doctors to help expedite patient care
• Ensuring high quality and timely care
• Examining effectiveness one year on
Benjamin Close Director Emergency Townsville Hospital, QLD
Icu admission, discharge criteria and triagefakhfas
The document outlines admission and discharge criteria for intensive care units (ICU). It states that ICUs should only admit patients with reversible medical conditions and a reasonable chance of substantial recovery. It provides examples of conditions that would qualify for ICU admission in various body systems. Discharge criteria include stabilized vital signs and lessened care needs. The document notes triage may be necessary due to limited ICU beds, and that factors like severity, prognosis, treatment response and quality of life will be considered.
The document outlines the procedures for nursing admission assessment and reassessment of patients. It states that the registered nurse is responsible for conducting a complete physical assessment of newly admitted patients within 4 hours for general units and 1 hour for special care units. All assessment data is documented on a Nursing Admission Assessment Sheet and includes things like vital signs, pain level, history, review of systems, fall risk assessment, and discharge planning. Reassessments must be done continuously during the hospital stay and before discharge to determine the patient's response to treatment and fitness for discharge.
This document discusses admission, discharge, and transfer procedures in a healthcare setting. It covers the admission process, responsibilities of admitting and nursing staff, types of admissions, discharge methods and planning, and nursing responsibilities for discharging and transferring patients. Standard procedures are outlined for admitting, orienting, and assessing new patients, as well as preparing patients for discharge or transfer.
This presentation on Triage and transport deals with how we should we deal with the patients who are attending the emergency department and to provide best treatment for the needy patients at appropriate time.
I hope this will be helpful to nurses, paramedics, graduate and under graduate students and emergency doctors and team.
Hospital administration & Hospital AdministratorNc Das
This document outlines the key aspects of hospital administration. It discusses how hospital administration has evolved from poor houses to complex medical institutions. An effective hospital administrator must balance internal management with community expectations by maintaining positive relations with staff, patients, and other health organizations. The document then provides details on the administrative setup of Dr. RML Hospital, including the roles and responsibilities of the medical superintendent and other positions. It also describes the important skills, roles, and responsibilities required of a successful modern hospital administrator.
Triage is the process of sorting patients based on the urgency of their condition to provide the right care to the right patient at the right time. It involves initially assessing patients at arrival to identify those needing immediate care, determine the appropriate treatment area, and avoid congestion. The goals are to treat the most severely injured first while maximizing survival in a mass casualty event. Triage categories range from resuscitation to non-urgent to ensure critical patients receive rapid medical attention. Reassessment is important as a patient's condition may deteriorate while waiting.
This document discusses strategies to optimize transcatheter aortic valve replacement (TAVR) programs, including:
1. Implementing a minimalist approach to TAVR procedures using local anesthesia and conscious sedation in the catheterization lab, rather than general anesthesia in the hybrid operating room, which can reduce procedure time, intensive care unit stay, length of stay, and hospital costs.
2. Developing standardized clinical pathways and protocols for pre-procedure patient evaluation and selection, the TAVR procedure itself, and post-procedure recovery, in order to decrease length of stay and readmissions while improving outcomes.
3. Considering ways to decrease resource utilization such as reducing hospital staff duplication, streamlining procedure-
Sophisticated Prehospital Stroke Systems of CarePSOW
1. Kerry Ahrens discusses the importance of building a stroke system of care in Wisconsin to improve patient outcomes through faster treatment times.
2. Stroke is a leading cause of disability and costs $34 billion annually in the US. Building regional stroke systems can help optimize patient care through protocols to administer tPA within 30 minutes and transfer patients with large vessel occlusions to interventional centers within 90 minutes.
3. Effective collaboration between EMS, hospitals, and healthcare agencies is essential to establish standardized processes and monitor performance metrics to continually improve the efficiency of stroke care delivery.
Using Enterprise Data To Drive ImprovementEdgewater
The document discusses how Sentara Healthcare used enterprise data and analytics to drive surgical performance improvement across their healthcare system. They integrated clinical, operational, and financial data to gain a complete view of their enterprise. This allowed them to address questions from different perspectives and embed analytics throughout their organization. By establishing a common foundation of data and evidence, they were able to align strategy, drive quality improvements, and increase operational performance across Sentara Healthcare.
Monica Capers has over 25 years of experience as a medical professional with expertise in cardiovascular, interventional, CT, and radiological technology as well as phlebotomy. She is passionate about her career in healthcare and is a team player focused on providing quality care. Her resume outlines extensive experience in various clinical settings, proficiency with medical equipment, and credentials that demonstrate her qualifications.
This document discusses the use of transradial access for primary PCI and in patients with cardiogenic shock. It summarizes data showing that transradial access is associated with lower mortality, MACCE, and bleeding rates compared to transfemoral access in these high-risk settings. However, transradial primary PCI requires an experienced team. The document provides tips for a successful transradial program and overcoming challenges in shock patients, such as using left radial access, ultrasound guidance, and single catheter techniques.
Measuring Improvement: Using metrics and data to evaluate seven day servicesNHS England
A supporting document from a webinar run by Rhuari Pike, Programme Lead (Seven Day Services, London) on behalf of the NHS England Sustainable Improvement Team.
SCIE Investor Presentation January 2017Mike Oliver
This document discusses SpectraScience's optical biopsy technology platform and commercialization plans. The technology uses light to provide faster, non-invasive cancer detection compared to physical biopsies. Clinical studies show the technology exceeds accuracy criteria for detecting colon cancer. The company plans to commercialize the technology first in Europe, where distribution agreements are in place, to take advantage of single-payer healthcare systems and proven cost savings. Future indications for bladder, esophageal, and other cancers are also discussed.
Cost Effectiveness Procedures in cathlab: Tips and TricksIsman Firdaus
1) The document discusses strategies for improving cost effectiveness in cardiac catheterization labs in Indonesia under the country's universal health coverage program. It analyzes costs based on procedures, devices, hospitalization, and remuneration.
2) Several strategies are proposed, including standardizing devices and implants for UHC patients, clinical pathways to standardize length of stays, and using national formularies. Teamwork, physician champions, and data-driven management are emphasized.
3) Metrics like door-to-balloon times for STEMI patients are discussed as important for monitoring performance and outcomes. Overall the document focuses on balancing clinical needs with budget constraints of Indonesia's universal health coverage.
The document discusses accreditation for cardiovascular excellence (ACE) and provides information about the ACE accreditation process and its benefits. The 5 step ACE accreditation process involves: 1) reviewing ACE standards, 2) collecting data and preparing the application, 3) initial ACE review of the application, 4) an onsite review, and 5) ongoing reporting. The onsite review involves record reviews, policy reviews, facility tours, and interviews. Maintaining ACE accreditation requires ongoing data reporting and notifying ACE of any major program changes. While the accreditation process requires work, it is presented as the best tool to ensure hospitals are meeting quality standards for cardiovascular care.
The impact of high-capability electronic health records on length of stay. Presented by Steven Shaha, Center for Policy & Public Administration, UK, at HINZ 2014, 12 November 2014, 11.15am, Marlborough Room 3
This document discusses techniques to maximize efficiency in patient flow in the emergency department. It defines efficiency as the optimal utilization of resources to produce desired outcomes. The goals of improving efficiency are to enhance patient care, satisfaction, and outcomes while reducing costs and stress on staff. Key techniques include expediting the triage process, registering patients simultaneously with initial care, starting IVs and labs early, performing evaluations and tests concurrently rather than sequentially, and flexible staff coordination to speed processes. The overall approach is focused on minimizing time to initial physician exam and making sequential events occur in parallel.
This document outlines recommendations for maximizing reimbursement through a colorectal bundle at Advocate Lutheran General Hospital. It discusses establishing a perioperative surgical home to standardize evidence-based practices across pre-op, intra-op, and post-op phases of care. This includes assembling a multidisciplinary team, collecting baseline data, developing clinical pathways, and implementing protocols like ERAS to reduce costs and improve outcomes for colorectal surgeries.
Larry Garber, Medical Director for Informatics at Reliant Medical Group, presented on how the organization has used health information technology to improve quality, efficiency, and safety. Key points include:
- Reliant implemented an electronic health record system in 2007 that is now used by all physicians and staff.
- The EHR integrates with other technologies like patient portals, health information exchange, clinical decision support, and analytics tools.
- These technologies help improve care processes like diabetes and hypertension management, follow-up of abnormal test results, and medication management.
- The investments have helped lower Reliant's average annual costs per patient compared to other organizations in Massachusetts.
The document outlines the objectives and components of an anesthesia and CPR course for medical students. It covers pre-anesthesia assessment, orientation to anesthesia equipment, post-operative care, ICU rounds, and the role of anesthesiologists in the pre-operative period. Key topics include pre-anesthesia evaluation, anesthesia principles, medical history taking, risk stratification, airway evaluation, preoperative testing, informed consent, and documenting the preoperative visit.
Banoub, Christopher, "Lean Six Sigma: Optimizing Patient Throughput & Increasing Patient Satisfaction," Veith Symposium 2015, New York, New York, November 2015
This document provides the resume and qualifications of Craig N. Setti, an interventional cardiovascular technologist. Key details include:
- Over 15 years of experience as a cardiovascular technologist at several hospitals in New Jersey.
- Certifications including RCIS (Registered Cardiovascular Invasive Specialist) and BCLS (Basic Cardiac Life Support).
- Extensive experience in a wide range of cardiac, vascular, and neurovascular procedures using various technologies.
- Also experienced in electrophysiology studies, device implantation, and emergency response.
A surgical council was formed with members from different hospitals within a health system to establish a single standard of surgical care across all hospitals. The council used the ACS NSQIP program to measure surgical outcomes and identify areas for improvement. Initial efforts focused on educating surgeons and staff about NSQIP reporting. Process improvement projects addressed local needs identified in the NSQIP data. Collaboration with other departments led to standardization of resources to improve quality and reduce costs. As a result, problem areas were addressed, practices and equipment were standardized, and an electronic health record was implemented across the system. The matured surgical council continues working on a larger scale to share initiatives and lessons learned to achieve best practices system-wide.
Similar to The Portsmouth Lean Journey - Medical Emergeny Value Stream (20)
Uk lean summit 2015 lean transformation developing the capability to improv...Lean Enterprise Academy
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help boost feelings of calmness, happiness and focus.
This document discusses key learnings about Lean and its evolution. It covers:
- Lean principles like eliminating waste, creating flow, pulling work, and standardizing processes.
- How Agile software development paralleled Lean's path by moving from batched to continuous work and emphasizing frequent feedback.
- The importance of management involvement and showing leaders how better processes lead to better business results.
- Sustaining improvements requires frontline workers to learn and practice Lean daily with coaching and problem-solving skills.
- Lean aims to continuously improve processes through incremental changes to reduce costs and waste while increasing quality, throughput, and customer responsiveness over time.
The document summarizes the outcomes of a Lean Green Stream workshop held at Clatterbridge Hospital to improve efficiency in surgery. Key findings included:
1) Identifying "green stream" procedures like cystoscopy and hernia repairs that account for 52% of workload and standardizing rules to improve their flow, like fixed scheduling and no cancellations.
2) Reducing patient "touches" or handoffs for green stream cases from 26 to 13 through steps like combining pre-op assessments and tests.
3) Cutting time patients spend in the day case unit for green stream cases by 66-75% by reducing handoffs from 34 to 8-11 through measures like staggered ward rounds.
4
This document provides an overview of the Oobeya technique used in Lean management. Oobeya, which means "big conference room" in Japanese, is used to make knowledge work visible so waste can be eliminated. It involves defining clear and measurable targets, decomposing those targets to individual team members, and using an "issue board" to identify and resolve problems in a constructive manner. The leader's role is to define targets, manage the process, and ensure work is balanced, while members work to deliver solutions and report on progress toward targets using a Plan-Do-Check-Act framework.
The document discusses building a lean management system. It provides examples from Toyota of integrating process thinking, learning, and quality approaches. Key aspects of developing a lean system include having a shared language, understanding organizational dynamics and performance gaps, agreeing on important problems to address, developing visual tools to monitor plans and identify variations, and building knowledge through experimentation and communities of practice. The overall goal is to create stability and address issues systematically using a plan-do-check-act approach to continuously improve the organization.
This document provides an overview of the Toyota Management System (TMS). It discusses the origins and history of Toyota's lean manufacturing approach. The core aspects of the TMS are described, including the Toyota Production System (TPS), Toyota Development System (TDS), and Toyota Marketing and Sales System (TMSS). Visual tools used in the TMS like the Oobeya room and issue boards are explained. Challenges in implementing the TMS approach in Western companies are also covered.
How to develop managers able to lean and sustain end to-end value streamsLean Enterprise Academy
The document discusses how to develop managers to lead and sustain end-to-end value streams using lean thinking. It recommends teaching managers to see work as a process, identify value and waste, grasp problems visually, define gaps, and develop plans with alternative experiments. Managers should learn to use PDCA, make performance visible, and review progress regularly to close gaps through consensus building and a structured "learn by doing" approach including gemba walks, problem solving, coaching, and managing visually. The goal is to compress the time from identifying problems to implementing countermeasures for a competitive advantage.
by Wolfgang Krips, Senior Vice President of Global Infrastructure Operations of SAP at the Lean Summit 2010, New Horizons for Lean Thinking on 2/3 November 2010
This document discusses lessons learned from applying lean principles in three healthcare systems. It emphasizes using a scientific approach to diagnose and solve organizational problems, developing capabilities through hands-on problem solving rather than just training, making work visible through value stream mapping and management, focusing efforts on key priorities and experiments, and continually learning from experiments and customer feedback.
This document outlines steps for leading a lean turnaround, including establishing lean fundamentals like one-piece flow and standard work. It emphasizes setting up reduction activities through techniques like SMED which can yield setup time reductions of over 90%. The main thrust is to transition from batch to continuous flow while implementing pull systems. It stresses the importance of transforming company culture, reorganizing around value streams, and establishing daily management and problem solving to drive out waste.
This document outlines an introduction to lean leadership workshop hosted by Lean Enterprise Academy. The purpose is to help leaders develop organizational and individual capabilities to sustain and expand lean transformation. The workshop aims to engage leaders in understanding lean thinking fundamentals and lean transformation processes. It also encourages reflection on organizational and individual lean efforts and identifies gaps to close between the current and desired states. The workshop covers lean principles, defining a lean vision and strategy, the roles of leaders and employees, and lean tools like A3 problem solving and PDCA.
This document outlines an agenda for a workshop on A3 thinking and problem solving. The workshop objectives are to explore lessons from Managing to Learn using A3s. The agenda covers defining an A3, working through examples, applying A3 thinking to problems, and discussing uses of A3s for proposals and reports. Time is allotted to introduce A3 concepts, examine example A3s, have participants apply the process to their own work, and reflect on learning. The workshop aims to help participants recognize effective A3 stories and create different sections of an A3 through practice and discussion.
The document discusses policy deployment as a process for aligning strategy execution across an organization. It begins by explaining the importance of strategy and outlines the policy deployment process. This includes developing objectives at each level of the organization from corporate down to individual employee objectives. Projects are then selected and prioritized to achieve the objectives. Progress is monitored using metrics in a policy deployment matrix to ensure the strategy is executed successfully.
Lean Leadership for Executives: Initial findings from LGN Research by David Brunt shown at the Lean Summit 2012 - Learning - Educating - Sharing on 27/28 November
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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Website: https://pecb.com/
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Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
The Portsmouth Lean Journey - Medical Emergeny Value Stream
1. Medical Emergency Value Stream
Medical Patient Pathway
Admission to discharge
ED See & Treat
ED STAR
Diagnostic & Assessment Cell in MAU
Support services
Discharge Planning
3. Medical Emergency Value Stream
Future State
GP
FIFO
Primary
Diagnostics
MPS
OXOX
Community
Hospital
X Ray
Path’
Pharm’
OBS
Decision Maker
Home
Referral
Master
Patient
Scheduling
46 – 115 mins
Home
Secondary
Diagnostics
Spec Diagnostics &
Treatment
95 – 282 mins 1525 – 7425 mins
Proposed Future State VSM
X Ray
Path’
Pharm’
OBS
Decision Maker
6. Surgical Emergency Value Stream Future
State
GP
FIFO
Primary
Diagnostics
MPS
OXOX
Community
HospitalHome
Referral
Master
Patient
Scheduling
Home
Specialist
Treatment
Extend RTtC to
Surgical Wards
& Theatres
X Ray
Path’
Pharm’
OBS
Decision Maker
’
Extend
RTtC to
SAU
Understand
and calculate
Takt time
Anaesthetic
s
Surgery
Continuous
flow operating
to Takt
Surgical
Ward
Buffer
Continuous
flow operating
to Takt
Establish
pull
system
Establish
single point
of schedule
Level
discharge
Establish
Senior
Decision
Maker
Establish
Senior
Decision
Maker
7. Complex Discharge and Specialist Ward
Value Stream
New & Old Internal Colleagues
External Partners
Decision makers -v- shop floor
Number of attendees
The story of Mary
TTO’s
Social Care
Occupational & Physiotherapy
8. VSM & Ops Management
Ops Management the NHS Way
Standing Operational Procedures
VSM – managing perception &
expectations
Lean Facilitators
Releasing Time to Care
9. Releasing Time to Care
Organisation
context &
Leadership
PatientCare Team
Ward
Organisation
Support &
Diagnostics
Institute for innovation and
improvement 2008
10. The VERY Steep Learning Curve
Oh so very blind!
Shared learning but differing style
Listen to Mother or your Welsh Brother!
Too optimistic
Since when does no mean yes?
Too little too late
Prioritisation – Winter Planning
Attendance = Work stream
Knowing & planning the journey – flexibility
needed