Multiobjective bed management considering emergency and elective patient flows

2016 ◽  
Vol 25 (1) ◽  
pp. 91-110 ◽  
Author(s):  
Paolo Landa ◽  
Michele Sonnessa ◽  
Elena Tànfani ◽  
Angela Testi
Keyword(s):  
Elective Patient ◽  
Bed Management

A new model for operating room scheduling with elective patient strategy

2021 ◽  
pp. 1-24
Author(s):  
Vahid Kayvanfar ◽  
Mohammad R. Akbari Jokar ◽  
Majid Rafiee ◽  
Shaya Sheikh ◽  
Reza Iranzad
Keyword(s):  
Operating Room ◽  
Operating Room Scheduling ◽  
Elective Patient ◽  
New Model

scholarly journals Effective Utilization of Limited Isolation Rooms to Provide Safe Patient Care and Staff Safety in a Low- and Middle-Income Country

2020 ◽  
Vol 41 (S1) ◽  
pp. s203-s204
Author(s):  
Rozina Roshanali
Keyword(s):  
Emergency Department ◽  
Tertiary Care ◽  
Limited Resource ◽  
Multidrug Resistant ◽  
Communicable Diseases ◽  
Care Hospital ◽  
Middle Income ◽  
Safe Patient Care ◽  
Bed Management ◽  
Resource Setting

Background: My tertiary-care hospital is a 750-bed hospital with only 17 airborne infection isolation room (AIIR) and negative-pressure rooms to isolate patients who have been diagnosed or are suspected with prevalent diseases like tuberculosis, measles, and chickenpox. On the other hand, only 14 single-patient isolation rooms are available to isolate patients with multidrug-resistant organisms (MDROs) such as CRE (carbapenum-resistant Enterobacter) or colistin-resistant MDROs. Due to the limited number of isolation rooms, the average number of hours to isolate infected patients was ~20 hours, which ultimately directly placed healthcare workers (HCWs) at risk of exposure to infected patients. Methods: Plan-Do-Study-Act (PDSA) quality improvement methodology was utilized to decrease the average number of hours to isolate infected patients and to reduce the exposure of HCWs to communicable diseases. A detailed analysis were performed to identify root causes and their effects at multiple levels. A multidisciplinary team implemented several strategies: coordination with information and technology team to place isolation alerts in the charting system; screening flyers and questions at emergency department triage; close coordination with admission and bed management office; daily morning and evening rounds by infection preventionists in the emergency department; daily morning meeting with microbiology and bed management office to intervene immediately to isolate patients in a timely way; infection preventionist on-call system (24 hours per day, 7 days per week) to provide recommendations for patient placement and cohorting of infected patients wherever possible. Results: In 1 year, a significant reduction was achieved in the number of hours to isolate infected patients, from 20 hours to 4 hours. As a result, HCW exposures to communicable diseases also decreased from 6.7 to 1.5; HCW exposures to TB decreased from 6.0 to 1.9; exposures measles decreased from 4.75 to 1.5; and exposures chickenpox decreased from 7.3 to 1.0. Significant reductions in cost incurred by the organization for the employees who were exposed to these diseases for postexposure prophylaxis also decreased, from ~Rs. 290,000 (~US$3,000) to ~Rs. 59,520 (~US$600). Conclusions: This multidisciplinary approach achieved infection prevention improvements and enhanced patient and HCW safety in a limited-resource setting.Funding: NoneDisclosures: None

Abstract 1122‐000099: Establishing “Code NI” in Addition to “Code Stroke” is Warranted When Mechanical Thrombectomy is Needed

2021 ◽  
Vol 1 (S1) ◽  
Author(s):  
Kiana Moussavi ◽  
Mohammad Moussavi
Keyword(s):  
Patient Outcomes ◽  
Mechanical Thrombectomy ◽  
Medical Emergency ◽  
Number Needed To Treat ◽  
Insurance Company ◽  
Stroke Patients ◽  
Vessel Occlusion ◽  
Essential Information ◽  
Bed Management ◽  
Comprehensive Stroke Center

Introduction : Hospital medical emergencies are prone to inefficiencies related to delayed dissemination of information, communication error, role confusion, and delayed decision making. The use of medical codes is intended to convey emergent and essential information quickly while preventing stress and mismanagement. The more complex, critical, and time sensitive an event is, the greater the need to establish a Code. Major mechanical thrombectomy (MT) trials published in 2015 and 2016 proved emergent MT to be more effective compared to IV tPA in stroke patients with large vessel occlusion (LVO). It has been proven that time to reperfusion with MT is directly proportional to severity of patient outcomes, coining the phrase, “save a minute, save a week”. When compared to the use of percutaneous intervention (PCI) in the treatment of STEMI, the number needed to treat for MT is estimated at 5 compared to 16 for PCI. Despite this fact, most hospitals have yet to adopt a code specific to MT. Our Purpose is to emphasize the importance of establishing a dedicated Code NI (Neuro‐Intervention) for stroke patients who require MT by sharing our Methods : After defining the problems, measuring the need, and analyzing the process, we identified the urgency for improvements in our facility. The administration was persuaded to support us in implementation of improvements after realizing the success of MT trials in patient outcomes, length of stay, hospital rankings, Comprehensive Stroke Center Certification, and insurance company compensation. Results : In early 2018, after many presentations and meetings, it was decided to implement “Code NI” for acute stroke patients who met MT criteria. Many teams and individuals including Neurointervention, Neuroradiology, Angio Suite, Anesthesia, ICU, Bed management, and transport were alerted. Following these implementations, from 2018 to 2021, our Door to Puncture Time and Puncture to Recanalization Time has been trending down from 219 to 120; and 261 to 147 minutes respectively. Conclusions : Approximately 70% of stroke patients with LVO have the potential of a meaningful recovery if treated efficiently and effectively. Establishing a “Code NI” for this time sensitive medical emergency helps the patients, their families, hospitals, and society.

Improving Bed Turnover Time With a Bed Management System

2013 ◽  
Vol 43 (1) ◽  
pp. 37-43 ◽  
Author(s):  
Frank Tortorella ◽  
Donna Ukanowicz ◽  
Pamela Douglas-Ntagha ◽  
Robert Ray ◽  
Maureen Triller
Keyword(s):  
Management System ◽  
Turnover Time ◽  
Bed Management
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