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PRACTICE MANAGEMENT Patient-centered Process Manufacturing Better Workflow

机译：实践管理以病人为中心的过程制造更好的工作流程

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Before any workflow improvement project begins, physicians and administrators need to understand precisely what they are trying to improve. While time in the scanner used to be a prime measure of turnaround, there's too much not being captured by that metric, explains Robert Junk, founder and principal of RAD-Planning in Kansas City, Mo. Some facilities track turnaround from the image order to the point when referring physicians receive the results, but there again, many steps in that chain might be out of a practice's hands. Junk recommends tracking the time from patient arrival to when he or she walks out the door. This captures efficiency of check-in, patient prep, recovery and check out. To put in perspective what's at stake, consider an imaging facility that operates for 10 hours per day. If an exam takes 30 minutes, that's 20 exams per day. If just five minutes could be trimmed from each scan, however, that would translate into an additional four patients every day and 1,248 additional patients per year.
机译：在任何工作流程改进项目开始之前,医生和管理者需要理解正是他们试图改善。在扫描仪的主要措施好转,有太多的不被抓获规,创始人和罗伯特垃圾解释道校长RAD-Planning在堪萨斯城,密苏里州。一些设施跟踪图像的转变要当医生得到结果,但再一次,许多步骤链可能的实践的手里。垃圾建议跟踪从病人的时间到来时,他或她走出门。签到捕获效率,耐心预科,复苏和查看。视角的利害关系,考虑一个成像每天设备运行10小时。考试需要30分钟,每20个考试的一天。然而,每个扫描,将转化为一个另外4名患者每天1248人每年额外的病人。

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