ABSTRACT
Purpose or Objective The Canadian Medical Association recently acknowledged that physician health remains a significant threat to the viability of Canada’s health care system. A 2014 survey reported a 44% prevalence of burnout among American oncologists. The purpose of this survey was to determine the national prevalence of burnout and document work engagement among Canadian radiation oncologists. Materials and Methods Between November 2019 and March 2020 (pre COVID pandemic), online questionnaire was distributed electronically to 333 Canadian radiation oncologists, across 49 centers, through the National Canadian Association of Radiation Oncology office mailing list. The survey included 62 questions determining job engagement, and validated burnout scale The Maslach Burnout Inventory (MBI) (22 questions). Results 241 of the 333 surveyed Canadian radiation oncologists (72%) completed the questionnaire and were included in this analysis. Responses to the MBI showed that 15% of radiation oncologist met the strict criteria for burnout (i.e. negative scores in all 3 domains: exhaustion, depersonalization, and low accomplishment). Another 60% scored negative in at least one of the three burnout domains. Using the more commonly reported definition of burnout (negative scores in either exhaustion and/or depersonalization), 44% of Canadian radiation oncologist were burnt out. Only 25% had positive scores in all 3 domains and were fully engaged in their work. The full burnout syndrome varies with the provinces and was the highest in British Columbia (22% ) and lowest in Quebec (3%). The responses to work engagement questions revealed a significant concerns regarding inefficiency in work flow (50%), heavy workloads (>50%), a poor work life balance (68%), lack of control over the work environment (47%) and lack of recognition from administrators (45%). 48% perceive the atmosphere at their primary work area as “chaotic and hectic”. Within the last 3 years, 41% had considered leaving their institution to work elsewhere and 51% were considering reducing their full-time equivalent (FTE). Reassuringly, 80% reported a sense of overall ability to provide high quality care and a 59% feel they have a supportive network of colleagues, 80% are willing to try something new. The top 4 strategies identified by respondants aimed to improve worklife quality were (1) more support staff at work, (2) more efficient care models, (3) more resources for patients, and (4) lighter workloads for physicians. Conclusion The survey shows that only 25% of the Canadian radiation oncologist is fully engaged in their work, 15 % meet the strict criteria for burnout and 44% meet the more commonly used burnout criteria. With the rising incidence of cancer and complexity of care, there is an urgent need for change, leverage the enthusiasm to “try something new”, and develop appropriate strategies to improve the wellbeing of the oncology work force.
ABSTRACT
Purpose: In 2018, the Canadian Medical Association acknowledged that physician health remains a significant threat to the viability of Canada's health care system. The prevalence of burnout among American oncologists was 44% in a 2014 survey. The purpose of this survey was to determine the national prevalence of burnout indicators and report work engagement among Canadian radiation oncologists. Materials and Methods: Between November 2019 and March 2020 (pre-COVID-19 pandemic), an online questionnaire was distributed electronically to 333 Canadian radiation oncologists, across 49 centres, through the National Canadian Association of Radiation Oncology mailing list. The survey included 62 questions determining job engagement, and validated burnout scale The Maslach Burnout Inventory (MBI) (22 questions). Results: Two-hundred forty-one of the 333 surveyed Canadian radiation oncologists (72%) completed the questionnaire and were included in this analysis. Responses to the MBI showed that 15% of radiation oncologists met the strict criteria for burnout (i.e. negative scores in all three domains: exhaustion, depersonalization, and low accomplishment). Another 60% scored negative in at least one of the three burnout domains. Using the more commonly reported definition of burnout (negative scores in either exhaustion and/or depersonalization), 44% of Canadian radiation oncologists reported burnout. Only 25% had positive scores in all three domains, and were fully engaged in their work. Three-domain burnout varied among jurisdictions with highest prevalence in British Columbia (22%) and lowest in Quebec (3%). The responses to work engagement questions revealed significant concerns regarding inefficiency in workflow (50%), heavy workloads (>50%), poor work-life balance (68%), lack of control over the work environment (47%) and lack of recognition from administrators (45%). Forty-eight percent perceive the atmosphere at their primary work area as “chaotic and hectic”. Within the last three years, 41% had considered leaving their institution to work elsewhere and 51% were considering reducing their full-time equivalent (FTE). Reassuringly, 80% reported a sense of overall ability to provide high quality care and a 59% feel they have a supportive network of colleagues and 80% are willing to try something new. The top four strategies identified by respondents aimed to improve work-life quality were: (1) more support staff at work;(2) more efficient care models;(3) more resources for patients;and (4) lighter workloads for physicians. Conclusions: Our survey showed that only 25% of Canadian radiation oncologists are fully engaged in their work, whereas 15% met the strict criteria for burnout and 44% met the commonly used burnout criteria. With the rising incidence of cancer and complexity of care, there is an urgent need for system change, leverage enthusiasm to “try something new”, and develop appropriate strategies to improve the well-being of the Canadian radiation oncologist workforce.
ABSTRACT
Purpose/Objective(s): In 2018, the Canadian Medical Association acknowledged that physician health remains a significant threat to the viability of Canada's health care system. The prevalence of burnout among American oncologists was 44% in a 2014 survey. The purpose of this survey was to determine the national prevalence of burnout indicators and report work engagement among Canadian radiation oncologists. Materials/Methods: Between November 2019 and March 2020 (pre-COVID pandemic), an online questionnaire was distributed electronically to 333 Canadian radiation oncologists across 49 centers through the Stadt lander Canadian Association of Radiation Oncology mailing list. The survey included 62 questions assessing work engagement, and the validated Maslach Burnout Inventory (MBI) burnout scale (22 questions). Results: 241 of the 333 surveyed Canadian radiation oncologists (72%) completed the questionnaire and were included in this analysis. Responses to the MBI showed that 15% of radiation oncologists met the strict criteria for burnout (i.e., negative scores in all 3 domains: exhaustion, depersonalization, and low accomplishment). Another 60% scored negative in at least one of the three burnout domains. Using the more commonly reported definition of burnout (negative scores in either exhaustion and/or depersonalization), 44% of Canadian radiation oncologists were burnt out. Only 25% had positive scores in all 3 domains and were fully engaged in their work. The full burnout syndrome varied between provinces and was the highest in British Columbia (22%) and lowest in Quebec (3%). The responses to work engagement questions revealed significant concerns regarding inefficiency in workflow (50%), heavy workloads (> 50%), poor work life balance (68%), lack of control over the work environment (47%) and lack of recognition from administrators (45%). 48% perceive the atmosphere at their primary work area as “chaotic and hectic”. Within the last 3 years, 41% had considered leaving their institution to work elsewhere and 51% were considering reducing their full-time equivalent (FTE). Reassuringly, 80% reported a sense of overall ability to provide high quality care and a 59% feel they have a supportive network of colleagues and 80% are willing to try something new. The top 4 strategies identified by respondents aimed to improve work-life quality were (1) more support staff at work, (2) more efficient care models, (3) more resources for patients, and (4) lighter workloads for physicians. Conclusion: Our survey showed that only 25% of Canadian radiation oncologists are fully engaged in their work, whereas 15% met the strict criteria for burnout and 44% met the commonly used burnout criteria. With the rising incidence of cancer and complexity of care, there is an urgent need for system change, leverage enthusiasm to “try something new”, and develop appropriate strategies to improve the well-being of the Canadian radiation oncologist workforce
ABSTRACT
Background: The Canadian Medical Association recently acknowledged that physician health remains a significant threat to the viability of Canada's health care system. A 2014 survey reported a 44% prevalence of burnout among American oncologists. The purpose of this survey was to determine the national prevalence of burnout and document work engagement among Canadian radiation oncologists. Methods: Between November 2019 and March 2020 (pre COVID pandemic), an online questionnaire was distributed electronically to 333 Canadian radiation oncologists, across 49 centers, through the National Canadian Association of Radiation Oncology membership list. The survey included 62 questions determining job engagement, and validated burnout scale The Maslach Burnout Inventory (MBI) (22 questions). Results: 241 of the 333 surveyed Canadian radiation oncologists (72%) completed the questionnaire and were included in this analysis. Responses to the MBI showed that 15% of radiation oncologists met the strict criteria for burnout (i.e. negative scores in all 3 domains: exhaustion, depersonalization, and low accomplishment). Another 60% scored negative in at least one of the three burnout domains. Using the more commonly reported definition of burnout (negative scores in either exhaustion and/or depersonalization), 44% of Canadian radiation oncologists were burnt out. Only 25% had positive scores in all 3 domains and were fully engaged in their work. The full burnout syndrome varied between provinces and was the highest in British Columbia (22%) and lowest in Quebec (3%). The responses to work engagement questions revealed significant concerns regarding inefficiency in work flow (50%), heavy workloads (>50%), poor work life balance (68%), lack of control over the work environment (47%) and lack of recognition from administrators (45%). 48% perceive the atmosphere at their primary work area as “chaotic and hectic”. Within the last 3 years, 41% had considered leaving their institution to work elsewhere and 51% were considering reducing their full-time equivalent (FTE). Reassuringly, 80% reported a sense of overall ability to provide high quality care and a 59% feel they have a supportive network of colleagues and 80% are willing to try something new. The top 4 strategies identified by respondents aimed to improve work-life quality were (1) more support staff at work, (2) more efficient care models, (3) more resources for patients, and (4) lighter workloads for physicians. Conclusion: The survey shows that only 25% of the Canadian radiation oncologists are fully engaged in their work, 15 % meet the strict criteria for burnout and 44% meet the more commonly used burnout criteria. With the rising incidence of cancer and complexity of care, there is an urgent need for change, leverage the enthusiasm to “try something new”, and develop appropriate strategies to improve the well-being of the oncology work force.
ABSTRACT
The coronavirus disease pandemic has caused unprecedented disruptions for manufacturers and supply chains. To respond to these disruptions and potential future disturbances, manufacturers need to be resilient and adapt their production systems to fluctuating production demands. Sudden and large-scale changes in production needs may be best addressed quickly by leveraging multiple smaller existing work units with diverse capabilities and capacities. These facilities frequently produce enormous amounts of data of varying types from various sources and software systems. Manufacturers can more effectively respond to disruptions by deploying dynamic decision-making tools, such as scheduling, that leverage this heterogeneous data. There are many outstanding challenges to quickly and correctly integrating and curating heterogeneous data sources and extracting knowledge from the resulting data sets. This note lays out the challenge, identifies common use cases that can serve as test cases, and describes qualities of good solutions to this problem. Copyright © 2020 by ASTM International.
ABSTRACT
Manufacturers need to be resilient to effectively mitigate substantial disruptions to manufacturing operations so they may remain competitive. Disruptions resulting from the coronavirus disease (COVID-19) global pandemic have caused manufacturers to experience new challenges, including (1) working with reduced in-person operations, (2) retasking workers into new roles, and (3) reconfiguring their equipment and processes to yield completely new product lines. Improved monitoring, diagnostic, and prognostic technologies and methods (collectively known as prognostics and health management [PHM]) can help address these challenges and potential future disruptions. © 2020 American Institute of Physics Inc.. All rights reserved.