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Objective:To explore the effect of the optimized nursing procedure in the conduit room based on Hammer′s theory of process reengineering on the treatment time, anxiety and depression, clinical outcomes of patients undergoing percutaneous coronary intervention (PCI).Methods:A total of 125 PCI patients were received and treated in the conduit room of the Sixth Hospital of Wuhan, Affiliated Hospital of Jianghan University. Among them, 63 patients who underwent PCI from April to October 2019 were taken as the control group, and 62 patients who underwent PCI from November 2019 to May 2020 were taken as the observation group. The patients in the control group were treated with the conventional nursing procedure in the conduit room, while those in the observation group were treated with the nursing procedure in the conduit room optimized based on Hammer′s theory of process reengineering. The anticoagulant administration time, transit time, catheterization activation time, door to balloon dilatation time (D to B) and D to B compliance rate of patients were compared between the two groups. Self-rating Anxiety Scale (SAS) and Self-rating Depression Scale (SDS) were used to compare the differences of anxiety and depression between the two groups on the first day after PCI and 1 day before discharge. The incidence of adverse cardiac events during hospitalization, mortality, left ventricular ejection fraction on the 7th day after operation and hospitalization days were recorded.Results:The anticoagulant administration time, transit time, catheterization activation time, D to B time in the observation group were (10.41±1.86), (5.21±0.82), (48.26±6.42), (69.63±11.42) min, respectively, lower than the corresponding data of the control group, which were (17.65±2.94), (7.36±1.32), (57.26±7.61), (82.23±13.58) min. The D to B time compliance rate of patients in the observation group was 87.10% (54/62), which was higher than 69.84% (44/63) in the control group with statistical difference ( χ2 value was 5.49, P<0.05). The SAS and SDS scores of the patients in the observation group within 1 day after PCI were 38.89±5.94, 39.17±5.81, higher than 31.73±5.22, 33.77±5.32 in the control group with statistical difference ( t value was -7.16, -5.42, P<0.05). The incidence of adverse cardiac events during hospitalization, average hospitalization days and left ventricular ejection fraction on the 7th day after operation in the observation group were 8.06%(5/62), (11.26±2.14) d, (55.61±4.31)%, lower than 22.22%(14/63), (13.47±2.76) d, (52.21±3.22)% in the control group with statistical difference ( χ2 value was 4.86, t values were 4.99, 5.00, P<0.05). Conclusions:The nursing procedure in the conduit room optimized based on Hammer′s theory of process reengineering can effectively reduce the PCI patients′ treatment time, alleviate the anxiety and depression, improve the clinical outcome.
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Objective To investigate the effect of business process reengineering(BPR)on improving multisectors'participation in management of multidrug-resistant organism(MDRO)infection, and provide methodological guidance for hospital multisectors'collaborative management.Methods Related data about management and disposal of 672 cases of MDRO infection occurred from July 2015 to June 2017 were selected, 370 patients before BPR (from July2015to June 2016)were as control group, 302 patients after BPR(from July2016to June 2017)were as a trial group, BPR was used to improve the process of detection, report, cooperation, and disposal of MDROs in hospital, various quality evaluation indexes of healthcare-associated infection before and after BPR were compared. Results After the BPR was implemented, time of MDRO information transmitted from laboratory to clinical departments shortened from(240±30)minutes to(8±2)minutes;incidence of MDRO HAI decreased from2.39‰to 1.56‰, isolation rate of MDROs decreased from13.42％ to 11.09％, differences were all significant(all P＜ 0.05).Compliance rates and awareness rates of various MDRO prevention and control measures increased from 58.11％-71.89％to 84.11％-92.05％, usage rate of antimicrobial agents decreased from53.18％to 48.45％, defined daily doses(DDDs)of antimicrobial use density decreased from44.76 to 38.26, specimen submission rate before antimicrobial use increased from46.68％to 53.62％.Conclusion BPR can enhance the cooperation between different departments, give full play to the complementary advantages of interdisciplinary, and improve the efficiency of HAI management.
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The hospital designed a new business process according to the business process reengineering theory and requirement of Diagnosis Related Groups-prospective payment.This new process has scored good outcomes following adjustment of department functions,staffing and equipment installation,as well as process optimization,and policy explanations.
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The business process reengineering is accomplished by setting up at the operation room a pre-op ready room,an anesthesia induction room,and an anesthetic recovery room.With the aid of the computerized management system,a system platform is built to connect anesthetists,blood bank and pathology lab.This can optimize operation room management,shorten turn-over time before operations,improve efficiency,and cut back hospital costs for an all-win outcome.
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Objective To explore the clinical value of application research in business process reengineering in transferring of inpatients for check-up. Methods We reorganized transferring of inpatients for check-up and service tache by introducing the Systematic Redesign method from the therory of Business Process Reengineering. The reengineered process was adopted and applied in the transferring processes. We randomly selected patients for check-up(126 cases for electrocardiogram,130 cases for Xrayand 128 cases for CT examination)and investigated the time cost for check-up and patients satisfaction rate. The above results were compared with those patients(112 cases for electrocardiogram,112 cases for Xrayand 120 cases for CT examination)before use of reengineered process. Results The time cost for the above mentioned check-up was shorter and patients satisfaction rate were alleviated compared with those before use of reengineered process(U=14.55,12.26,13.57;x2=17.37,14.65,10.75,P＜0.01).Conclusion Application of business process reengineering in the transferring process of inpatients for check-up proved pivotal important in that it could shorten time cost for transferring process and improve patients satisfaction rate.It possessed realistic significance for increasing benefit and competitions for hospitals.
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Business process reengineering(BPR) is one of the most popular concepts in management field.Because lack of methods and tools to direct and support the redesign of process,the article puts forward a method of BPR in the hospital.Based on the information technology,BPR plays some creative role in the fundamental rethinking and radical redesign of service flow to achieve dramatic improvements in hospital management.
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After serious-minded analyzing on the former service process,the manager of our hospital found the problems in the old construction and considered more reasonable design in the new service building.The patient-centered new outpatient building was aimed to meet patient's needs,improve service quality,allocate medical resource,innovate new pattern and optimize the work process.It will provide a bright future for the development of hospital.
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It is prevalent that patients waiting too long but receiving little service in the out-patient department in general hospital nowadays.To solve this problem,we had analyzed its current service process according to BPR(business process reengineering) theory in enterprise,and reengineered the service process in specialized clinic by means of cutting waste,simplifying steps,merging works and using modern information.We established the renal disease specialized clinic,which had practiced for three years and "one station service" has been achieved.The specialized clinic provides much convenience to patients.
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Objective To shorten the time of drug reception for ward areas and improve the overall satisfaction level towards the hospital. Methods The process of drug reception for ward areas was optimized by means of information technology and through business process reengineering. Results The time of drug reception for ward areas was effectively shortened and work efficiency and the overall satisfaction level were improved. Conclusion Using information technology and implementing business process reengineering are effective measures that can be taken by hospitals to improve efficiency and satisfaction level.