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BACKGROUND: Discrepancies between what is transcribed and the actual interview recordings were noticed in qualitative research reports. This study aimed at the development of a new transcription software (Jiegnote), and the evaluation of its effectiveness in the optimization of the transcription process, to minimize transcription completion time, and errors in qualitative research. METHODS: The study was a mixed methods project implemented from September to November 2020. The qualitative aspect of the study was phenomenological in perspective whereas the quantitative consisted of a randomized controlled trial (RCT) with a parallel design. RESULTS: At the time of the study, the Jiegnote software was a working prototype. We enrolled a total of 26 participants; 14 participants had their data analyzed in the RCT part of the study, 13 participated in the in-depth interviews, and 22 in the answering of Semi Structured Questionnaires. Upon the execution of an independent t test, results showed that, there was no statistical significance between the intervention and control means. On considering the total average transcription completion time and the type of language in which an audio case was recorded, the effect size evaluation implied that the Jiegnote software had a small impact (Hedges' g = 0.413438) in reducing the total average time taken to translate and transcribe audio cases that were recorded in a local language (Luganda), and a large impact (Hedges' g = 1.190919) in reducing the total average time taken to transcribe audio cases that were recorded in a foreign language (English). On considering the total average number of transcription errors and the type of language in which an audio case is recorded, the effect size evaluation implied that the Jiegnote software had a small impact (Hedges' g = 0.213258) in reducing the total average time taken to translate and transcribe audio cases that were recorded in a local language (Luganda). This was further observed (Hedges' g = 0.039928) in the transcription of cases that were recorded in a foreign language (English). On considering the in-depth interview data outcomes, participants responded that the Jiegnote software media looping functions (algorithm) enabled them to accomplish their transcription tasks in a shorter time and with fewer errors compared to the traditional methods. CONCLUSION: The study demonstrates utilities associated with intrapreneurship and technological innovation in an organization setting whereby, the Jiegnote technology that was developed by the researchers, had some impact on the optimization of the qualitative research value chain. This was observed through the effect size (impact) evaluations that were conducted to investigate the superiority of the Jiegnote software against the traditional transcription methods, in minimizing the average number of errors committed, and time taken to complete a transcription process.
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The one constant in the world is change. The changing dynamics of business environment enforces the organizations to re-design or reengineer their business processes. The main objective of such reengineering processes is to provide services or produce products with the possible lowest cost, shortest time, and best quality. Accordingly, Business Process Re-engineering (BPR) provides a roadmap of how to efficiently achieve the operational goals in terms of enhanced flexibility and productivity, reduced cost, and improved quality of service or product. In this article, we propose an efficient model for BPR. The model specifies where the breakdowns occur in BPR implementation, justifies why such breakdowns occur, and proposes techniques to prevent their occurrence again. The proposed model has been built based on two main sections. The first section focuses on integrating Critical Success Factors (CSFs) and the performance of business processes during the reengineering processes. Additionally, it implements the association rule mining technique to investigate the relationship between CSFs and different business processes. The second section aims to measure the performance of business processes (intended success of BPR) by process time, cycle time, quality and cost before and after reengineering processes. A case study of the Egyptian Tax Authority (ETA) is used to test the efficiency of the proposed model.
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The relationship between regenerative medicine innovators and the clinics that will use their inventions continues to evolve. In the UK, the Advanced Therapy Treatment Centres exemplify this. The agents in the value chain are becoming collaborators in a shared innovation process. This paper proposes a larger role for systems engineering in this change and a cost-based representation of institutional readiness in designing suitable operational models for clinical adoption. The proposed approach places this value in a whole-lifetime cost framework. The current value for the adoption process can then be estimated for comparison with the sum of the adoption costs, the costs of operating at steady state and, if need be, replacement costs at end of life of the innovation.
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Inventions , Regenerative MedicineABSTRACT
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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Access to medical care is in many countries an obstacle to timely health care and new technological options for improving the access are not fully utilized. In this project Business Process Modelling and Notation (BPMN) is applied to obtain an efficient, flexible and low cost medical appointment system for a medium size medical centre.
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Appointments and Schedules , Delivery of Health Care , Education, Distance , Patient Acceptance of Health Care , Costs and Cost Analysis , Health Services Accessibility , HospitalsABSTRACT
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 case for radical pathway re-design before surgery is in part driven by healthcare system pressures which are in turn the result of continuously rising demand in the face of tightly constrained resources. Such circumstances tend to drive revolutionary, rather than incremental, change. The current approach to preoperative assessment, that typically occurs in the weeks leading up to surgery, but is all too often only a few days before surgery, results in a lost opportunity for perioperative physicians to improve patient care. Re-engineering this process based on a patient-focused, pathway-driven vision of perioperative medicine offers a means of exploiting this opportunity. This review explores drivers for change, the opportunity offered by pathway re-design, and suggests a variety of strategies to add value in the preoperative pathway, each of which is facilitated by early engagement between perioperative physician and patient: collaborative decision-making, collaborative behavioural change, targeted comorbidity management as well as expectation management and psychological preparation for surgery including surgery schools.
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As with other organizations, hospitals tend to promote unrealistic expectations related to software implementaton. Quite often the real issue is a misfit between the software and organizational factors. Our paper shows how work process modelling within the hospital can reduce this misfit according to the vision developped by the ergonomics and the management of information systems. This idea is supported by two cases in two different University Hospitals in France, in which using work process modelling lead to identification of problems and their causes, and solutions. Modelling requires time, which may be considered costly by senior hospital managers, but also should be considered as an investment in order to achieve expected goals.
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Delivery of Health Care/organization & administration , Electronic Health Records , Process Assessment, Health Care , Workflow , France , Hospitals , SoftwareABSTRACT
Purpose Hospitals have used process redesign to increase the efficiency of the emergency department (ED) to cope with increasing demand. While there are published studies suggesting a positive outcome, recent reviews have reported that it is difficult to conclude that these approaches are effective as a result of substandard research methodology. The purpose of this paper is to explore the perceptions of hospital staff on the impact of a process redesign initiative on quality of care. Design/methodology/approach A retrospective qualitative case study examining a Lean Six Sigma (LSS) initiative in a large metropolitan hospital from 2009 to 2010. Non-probability sampling identified interview subjects who, through their participation in the redesign initiative, had a detailed understanding of the implementation and outcomes of the initiative. Between April 2012 and January 2013 26 in-depth semi-structured interviews were conducted and analysed with thematic content analysis. Findings There were four important findings. First, when asked to comment on the impact of the LSS implementation, without prompting the staff spoke of quality of care. Second, there was little agreement among the participants as to whether the project had been successful. Third, despite the recognition of the need for a coordinated effort across the hospital to improve ED access, the redesign process was not successful in reducing existing divides among clinicians and among managers and clinicians. Finally, staff expressed tension between production processes to move patients more quickly and their duty of care to their patients as individuals. Originality/value One of the first studies to explore the impact of process redesign through in-depth interviews with participating staff, this study adds further evidence that organisations implementing process redesign must ensure the supporting management practices are in place.
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Efficiency, Organizational , Emergency Service, Hospital/organization & administration , Humans , Interviews as Topic , Organizational Innovation , Qualitative Research , Retrospective Studies , Time Factors , Total Quality ManagementABSTRACT
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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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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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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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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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.
