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[Application of process management in nephrology. Hemodialysis process management].

Total Quality Management techniques have recently been introduced into clinical practice. We describe the application of process management to hemodialysis therapy in a Spanish public hospital. The "ownership" of the hemodialysis process and its limits have been defined. We present a flowchart with all the activities involved in the process and the task description. Monitoring indicators have been selected according to the recommendations of the US Committee on the National Report on Health Care Delivery. Data sources for indicators have also been described.

Hemodialysis Units, Hospital↗

Understanding management systems. Part I of the dental management pyramid series.

The Levin Group Management Pyramid can act as your guide in understanding the future direction of your practice. Keep in mind that you cannot move from one level to the next until you have addressed all aspects of the level you are in. In many cases, dentists attempt to move up the pyramid without completing each level, leaving incomplete management in other areas. That is why I will not provide you with the details of each level at the same time. It is better to present one level at a time and master it before presenting the next level. Trying to master all of the levels simultaneously will ultimately result in stress, increased overhead, staff turnover and the other issues that will keep you from achieving your ultimate goals.

Dental Staff↗

Perceptions of responsibility for clinical risk management: evidence from orthopaedics practitioners, practice managers and patients in an Australian capital city.

The article describes a study of the perceptions of three groups--patients, orthopaedic surgeons and the surgeons' practice managers--concerning three types of legal risk associated with the duty of care: failure to follow up, failure to warn and failure to diagnose. The study found there is cause for concern about doctors' follow-up and documentation of patient care. Doctors may be unaware of the Australian courts' propensity to emphasise practitioner responsibility rather than patient autonomy. A further important result is the considerable disparity between the surgeons' views and the views of their practice managers about the duty of care. The article draws out implications for improved risk awareness and suggests further research.

Australia↗

Sex disparity in the management of dyslipidemia among patients with type 2 diabetes mellitus in a managed care organization.

OBJECTIVE: To determine whether there were sex-related differences in the management of dyslipidemia among managed care enrollees with diabetes mellitus. STUDY DESIGN AND METHODS: Retrospective analyses were conducted using medical and pharmacy claims data from a health maintenance organization during 2000 and 2001. Patients with type 2 diabetes mellitus were identified through a validated algorithm of medication and diagnosis codes. Chi-squared analysis was used to determine if women were less likely than men to receive a lipid test or a lipid-modifying drug. Logistic regression models were constructed to compare sex-related differences while controlling for age, cardiovascular disease diagnosis, and 2 proxies of illness severity (hospitalization in 2000 and the intensity of diabetes mellitus drug therapy). RESULTS: During 2000 and 2001, 79.4% of women received a lipid test compared with 84.2% of men (chi2 = 6.69, P = .01). Also, 33.2% of women received a lipid-modifying drug compared with 45.5% of men (chi2 = 27.31, P < .01). Logistic regression analysis revealed that men were more likely than women to receive a lipid test when controlling for age, cardiovascular disease diagnosis, and illness severity (odds ratio [OR], 1.45; 95% confidence interval, 1.13-1.81). Men were also more likely than women to receive a lipid-modifying drug when controlling for age, cardiovascular disease diagnosis, illness severity, and lipid testing (OR, 1.51; 95% confidence interval, 1.22-1.86). CONCLUSION: Women with type 2 diabetes mellitus were less likely than men with type 2 diabetes mellitus to receive lipid tests or lipid-modifying drugs.

Adult↗

A microcomputer-based information management system for a nurse-managed clinic.

A project team from a nurse-managed health care center designed and used a microcomputer-based information management system to document the activities of their clinic. Commercial software, dBase III Plus, was used to program the system, called Nurse Education Link to Aged Center (NELAC). NELAC reflects the center's philosophy of helping clients attain maximum satisfaction of their health care needs through self care. NELAC's specific purposes include 1) matching student nurses with potential clients for clinical experiences; 2) providing an efficient reminder system to improve follow-up care for clients; 3) maintaining longitudinal client records; 4) producing reports of services and activities of the center; and 5) providing aggregate data for research.

Database Management Systems↗

[Risk factor management in respect of type 2 diabetic complications: ABC management].

Type 2 diabetes (T2DM) is one of the most costly and burdensome chronic diseases in Taiwan and is a condition increasing in epidemic proportions all over the world. The symptoms of T2DM, including hyperglycemia, hypertension, and hyperlipidemia are among the highest risk factors for the development of complications with the disease. Blood sugar control alone is not enough for T2DM management. Proper HbA1C, blood pressure, and cholesterol level have been proven by many researchers to decrease T2DM morbidity and mortality. Therefore, the public and health care providers should know this latest ABC management to decrease the complications in T2DM.

Blood Pressure↗

Dental practice management game: a new tool for teaching practice management.

This paper describes the structure of a dental practice management game. The game covers a wide spectrum of management decisions in setting up and in running a dental practice. The decisions considered include practice location, the form of practice, staffing mix, salaries, and the purchasing or leasing of equipment. The game also covers major daily, monthly, and yearly decisions including forecasting patient load, economic analysis, and scheduling of patients, workers, and operatories. The paper also discusses the cost and time required to run the game. Many sample printouts are included.

Computers↗

Pharmacist-managed medication review in a managed care system.

A medication-review service at a managed care facility was studied. The service, developed in 1991, provides in-depth analysis of medication use and patient consultation by a pharmacist. Patients are seen by referral. During a visit, the pharmacist reviews each medication for patterns of use, clinical response, and adverse effects and if necessary teaches the patient how to use the drugs more appropriately. The pharmacist may change some aspect of the prescription and may schedule follow-up visits. The investigators reviewed data on (1) medication-related problems for all new patients seen by the pharmacist during the first 12 months of the service, (2) patient demographics for the first 23 months, (3) utilization of the service and pharmacist productivity for the first 23 months, (4) utilization of medications and health care services in a representative subset of patients 12 months before and after they used the service, and (5) costs. A total of 2720 medications were reviewed during months 1-12. On average, 64.9% of the drugs reviewed each month were problematic. A total of 836 patients were seen during the first 23 months; most of the referrals were from physicians. The patients averaged 2.6 diagnoses and 4.7 drugs each and were not dominated by any one age group, gender, diagnosis, or drug therapy. A representative subgroup showed reductions in the number of unscheduled physician visits, urgent care visits, emergency room visits, and hospital days; a savings of $644 per patient per year was calculated. Patients used fewer health services during the year after they began participating in a pharmacist-managed medication-review program.

Adolescent↗

A flexible information management system. Better information management means increased productivity.

While the finite details and program listings have been purposely excluded, the system described in the preceding text provides the basis for a relatively inexpensive equipment management system. The Biomedical Engineering Department at Rochester General Hospital has utilized this system to increase productivity levels by nearly 15% since implementation in early 1990. With a seven-member technical staff this increase in productivity translated into the addition of approximately 2,100 man-hours in 1991, the equivalent of one extra person. The department was able to utilize these hours to expand into new areas of responsibility and reduce the average service cost per item by 58%. As previously indicated, the key to the system presented is flexibility. There is no hard and fast rule for this system, just a simple, common sense guideline: continuously review, revise, and develop the program. While adherence to this process provides a solid basis for any system whether computerized or manual, it is intended for use only as a "tool," not as a substitute for clinical engineering knowledge and instincts. The ease and speed with which studies are formulated facilitate the large-scale data dissection process so often associated with equipment management programs. Correspondingly, the ability to modify database structures and applications provides the means for expansion and refinement of the system on an ongoing basis.

Biomedical Engineering↗

A service manager model: instituting case management.

Using a service manager model as opposed to a traditional nurse case manager archetype fosters multidisciplinary team interaction. Benefits of this approach to the hospital, the staff and the patients are identified.

Case Management↗

A new resource for managing malpractice risks in managed care.

The risk of malpractice liability faced by physicians is exacerbated by third-party intrusions such as those encountered in today's managed care environment. The likelihood that a malpractice action will be brought is increased by the interaction among patients, families, or physicians who are at high risk for litigation and situations (eg, denial of treatment benefits by the managed care organization) that create adversity. To prevent the ready translation of resource adversity into an adversarial physician-patient-family relationship, a forensic psychiatric consultation is recommended.

Family↗

Case managers and the outcomes management process: a case study.

The relationship established between patients and clinicians is the core of any outcomes-management process. This is particularly true in the complex and evolving patient-care situations exemplified in this case study. The process of managing outcomes involves the clinical reasoning process of assessing the situation, identifying goals, developing and implementing interventions, evaluating the results of the interventions, and making revisions as needed. At each step of the process, skilled and empathic communication, negotiation, and advocacy are needed to reach outcomes that are truly patient oriented. The case study presented in this article shows the intricacies of this process.

Aged↗

The operating rooms: cost center management in a managed care environment.

The changing health care climate has triggered important changes in the management of high-cost components of acute care facilities. By integrating and better managing various elements of the surgical process, health care institutions are able to rationally trim costs while maintaining high-quality services. The leadership that physicians can provide is crucial to the success of this undertaking.

Anesthesia Department, Hospital↗

Manage authorizations to manage care.

Managed care organizations rely on different ways to authorize the utilization of hospital services, physician specialty care and other referral services. Critical differences revolve around the role the primary care physician plays in the authorization process. The more tightly managed the system, the more likely unnecessary medical costs will be avoided.

Cost Savings↗

Management by commitment: theoretical personnel management.

The commitment to quality patient care is an untapped motivational resource. A theory, Management by Commitment, can assist in the development of this resource to its fullest potential. The end result is a renewed dedication to quality patient care, as well as an improved working relationship between the manager and his subordinates.

Attitude of Health Personnel↗

Communication action for case managers. Techniques to manage conflict.

The art of communication can facilitate case management in an optimum sense. It can also create conflict issues if handled inappropriately. In this article, the authors explore the basic tenets of the communication process. On this basic foundation, conflict and approaches to conflict resolution are explored. Specifically, Kare Anderson's Triangle Talk model is used in conjunction with a specific case that demonstrates the potential for positive communication outcomes. The model offers three principles, which are discussed individually. Good communication skills are a prime component of therapy and case management. It is important to the case outcome that the communication is done well. However, it is unusual for health care providers to have specialized training in the skills of conflict negotiation. The authors offer the reader an opportunity to apply what is presented in this article in a self-study module at the end.

Case Management↗

A practical approach to managing care under managed care. Case examples in pulmonary medicine.

As managed care medicine penetrates the health care marketplace, all those involved in the health care delivery process will have to redesign and restructure the way they provide health care services. With the current emphasis on controlling health care costs, providers will be compelled to come up with the successful strategies and methodologies that lead to the delivery of cost-effective high-quality care with positive, successful patient outcomes. Having the capability to analyze the information necessary to identify, measure, and monitor processes and outcomes is one of the key critical factors for success. Using information to identify opportunities for improvement, developing and implementing the appropriate process improvement activities, and being able to document and demonstrate the results of one's efforts are crucial for survival in a competitive managed care market.

Health Care Reform↗