Clean Sweep Live Auction on Thur. March 28th. Click to view the full inventory

DOTmed Home MRI Oncology Ultrasound Molecular Imaging X-Ray Cardiology Health IT Business Affairs
News Home Parts & Service Operating Room CT Women's Health Proton Therapy Endoscopy HTMs Mobile Imaging
Current Location:
> This Story

Log in or Register to rate this News Story
Forward Printable StoryPrint Comment



More Industry Headlines

Not all breast density laws are created equally Research shows that the wording of some notifications result in supplemental testing, others don't

GE sued for allegedly 'freezing-out' ISOs in anesthesia equipment maintenance Lawsuit claims monopolistic practices

Four considerations before embarking on a carbon therapy center The next frontier in improving cancer care

FDA gives thumbs-up to Genetesis MCG cardiac imaging system Measures magnetic fields produced by heart's electrical activity

New approach identifies lung cancer patients most likely to respond to chemotherapy Combines radiomics and CT image assessment

3D mammography helps avoid unnecessary breast biopsies, says study 33 percent difference in biopsy rate compared to standard mammography

Mentice partners with RAD-AID to bring interventional radiology training to underserved communities Providing simulator software, hardware and expertise

Apple study suggests wearable technology may be useful in detecting atrial fibrillation May assist in stroke and hospitalization prevention

Nvidia unveils Clara AI platform at GPU Technology Conference Equipped with 13 state-of-the-art classification and segmentation algorithms

Solving the Rubik’s Cube of payer data Understanding and recognizing the patterns that lead to success

Lean study finds about a third of available MR schedule lost to poor processes

by John W. Mitchell , Senior Correspondent
There is a lot of room for operational improvement in the average MR department. That's the conclusion of a study conducted by the imaging department of Beth Israel Deaconess Medical Center (BIDMC) and published online in the American Journal of Roentgenology.

"One of the biggest burdens affecting health care-based service industries, especially radiology, is patient throughput," Dr. Kevin Beker, lead author and research fellow, Division of Abdominal Imaging, Department of Radiology at BIDMC told HCB News. "Determining how to avoid long wait times is crucial in managing an effective workflow."

Story Continues Below Advertisement

RaySafe helps you avoid unnecessary radiation

RaySafe solutions are designed to minimize the need for user interaction, bringing unprecedented simplicity & usability to the X-ray room. We're committed to establishing a radiation safety culture wherever technicians & medical staff encounter radiation.

The study relied on the Lean Manufacturing method. Lean consists of principles and tools pioneered in the Japanese automotive industry in the 1980's.

The concept has been widely adopted in health care, and is characterized by training frontline workers to map work flow. They then propose and implement solutions to change bad processes to overcome inefficiencies that frustrate patients and staff.

"MRs tend to experience longer scanning times, arduous delays and increased patient wait times compared with other imaging modalities," co-author Dr. Koenraad Mortele, chief of Abdominal Imaging and director of the clinical MR division at BIDMC, told HCB News. "Therefore, our team decided to embark on a Lean process analysis in our outpatient MR scanning department where patient throughput could experience the maximum amount of improvement."

According to Beker, in a two-week review, the team identified a couple of process breakdowns responsible for the highest frequency of delay. These inefficiencies accounted for a loss of approximately 30 percent of "non-value added time" - or waste.

The delays included waiting on a specialized nurse to arrive to place IV port placements. The second source of delay was attributed to MR arthrograms when a joint injection of contrast and confirmation with fluoroscopy was necessary, but not accounted for in the schedule.

"We proposed specific solutions targeting the underlying source of the delay, prioritizing the delays when overall impact and frequency were higher," said Beker.

Their actions included teaching port placement skills to all the department technologists and ensuring at least one such skilled technologist was scheduled on each shift.

The team began continuous education for the staff on scheduling and booking processes. They also initiated a thorough review of all fluoroscopy and MR scans for the identification and resolution of potential conflicts, and instituted patient scheduling review three days in advance to identify potential issues. Such issues included proper protocol, incorrect scanner booking, identification of claustrophobic patients, and addressing other patient needs.

"Our study provides evidence on how systematic implementation of process analysis can significantly aid in streamlining patient throughput and imaging volume," said Mortele. "Ongoing continuous improvement, if applied systematically, can potentially cut costs and increase efficiency and patient satisfaction."


You Must Be Logged In To Post A Comment

Increase Your
Brand Awareness
Auctions + Private Sales
Get The
Best Price
Buy Equipment/Parts
Find The
Lowest Price
Daily News
Read The
Latest News
Browse All
DOTmed Users
Ethics on DOTmed
View Our
Ethics Program
Gold Parts Vendor Program
Receive PH
Gold Service Dealer Program
Receive RFP/PS
Healthcare Providers
See all
HCP Tools
A Job
Parts Hunter +EasyPay
Get Parts
Recently Certified
View Recently
Certified Users
Recently Rated
View Recently
Certified Users
Rental Central
Rent Equipment
For Less
Sell Equipment/Parts
Get The
Most Money
Service Technicians Forum
Find Help
And Advice
Simple RFP
Get Equipment
Virtual Trade Show
Find Service
For Equipment
Access and use of this site is subject to the terms and conditions of our LEGAL NOTICE & PRIVACY NOTICE
Property of and Proprietary to DOTmed.com, Inc. Copyright ©2001-2019 DOTmed.com, Inc.