Qual Lett Healthc Lead. 1993 Feb;5(1):21-3.
Decrease the backlog of "late" medical reports--ie, those sent to the Medical Record Department after the patient has been discharged and the patient's medical record has been received in the Department. Principals: Three teams: one composed of supervisor and staff of the records processing area; one of staff members from the Reception area; and one of staff members from the Laboratory, Radiology, and Special Diagnostics departments. Process Improvement Method: 10-step model based on Deming's key principles. Timeline: Begun: December 1991. RESULTS reported here: June 1992-September 1992.
The systems for routing inpatient medical reports were faulty, so staff from the nursing units and ancillary services often sent reports to the Medical Record Department when the patient was still in the hospital. The process for locating and retrieving a chart for late report filing was too lengthy and complex.
The backlog of unfiled reports has been reduced from 35 inches to less than one-half inch (an unusual, but customer-oriented measure). The time needed to file one inch of reports has decreased from 2 hours to 1.25 hours.
减少“延迟”医疗报告的积压——即那些在患者出院后且病历已送达病历科后才送至病历科的报告。负责人：三个团队：一个由病历处理区的主管和工作人员组成；一个由接待区的工作人员组成；还有一个由实验室、放射科和特殊诊断科的工作人员组成。流程改进方法：基于戴明关键原则的10步模型。时间线：开始时间：1991年12月。此处报告的结果：1992年6月至1992年9月。
住院医疗报告的传递系统存在缺陷，因此护理单元和辅助科室的工作人员常在患者仍住院时就将报告送至病历科。查找和检索用于延迟报告归档的病历的过程过于冗长和复杂。
未归档报告的积压从35英寸减少到不到半英寸（这是一项不寻常但以客户为导向的衡量标准）。归档一英寸报告所需的时间从2小时减少到了1.25小时。
