Tobey Mary Ellen
North Shore Magnetic Imaging Center, Peabody, MA, USA.
Radiol Manage. 2004 Jul-Aug;26(4):36-42.
In 2002, North Shore Magnetic Imaging Center (NSMIC) decided that a major restructuring of the patient process was necessary to alleviate staff frustration and increase the level of patient care. An aggressive, 16-month timeline was established for the center to develop and implement a paperless environment. The project began by focusing on the center's existing radiology information system (RIS). Research showed that no "canned" system would perform the necessary tasks. The center's vendor, with whom senior management had developed a longstanding and trusting relationship, assured the center that, with the proper programming, the existing RIS could support the new paperless environment. Additional technology components were addressed. The first phase enabled staff to obtain physician orders and outside reports from the fax server. Once the patient medical record was fully electronic, these external documents were no longer printed. The transfer of billing information to the radiologist's billing office was achieved through a Health-Level 7 (HL7) interface between NSMIC's RIS and the information systems utilized by the billing office. Technologists were impacted when wireless personal computer (PC) tablets were implemented. Measuring 8.5" x 11" x 0.5", these tablets enable technologists to gather and record patient information while moving freely throughout the center. Forming the Reinvention Team--an internal team of NSMIC staff that would deal with the project's impact on staff, workflow, and patient care--was done in very deliberate fashion. During the recruitment phase of the project, each prospective team member was required to take 2 specific personality profile tests. The team was comprised of a combination of different personality profiles. A radiologist was later added to the team. Throughout the implementation of new processes at NSMIC, numerous breakdowns were encountered. The breakdowns could be classified into 2 categories: technical andpatient-related. Breakdowns were addressed during the Reinvention Team's weekly meetings. A patient's experience at NSMIC has changed dramatically with the implementation of electronic medical records. More patients are able to complete their exam without experiencing anxiety, or even at time claustrophobia, because they are more at ease. The rate for patients becoming claustrophobic has seen a decrease from 1.9% to 0.99% in the past 12 months.
2002年,北岸磁成像中心(NSMIC)认定,对患者流程进行重大重组对于缓解员工的挫败感和提高患者护理水平是必要的。该中心制定了一个为期16个月的激进时间表,以开发并实施无纸化环境。项目始于聚焦该中心现有的放射信息系统(RIS)。研究表明,没有现成的系统能执行所需任务。该中心的供应商与高级管理层建立了长期且互信的关系,向该中心保证,通过适当编程,现有的RIS能够支持新的无纸化环境。还涉及了其他技术组件。第一阶段使员工能够从传真服务器获取医生的医嘱和外部报告。一旦患者病历完全电子化,这些外部文件就不再打印。计费信息通过NSMIC的RIS与计费办公室使用的信息系统之间的健康等级7(HL7)接口传输到放射科医生的计费办公室。当无线个人电脑(PC)平板电脑投入使用时,技术人员受到了影响。这些平板电脑尺寸为8.5英寸×11英寸×0.5英寸,使技术人员能够在中心内自由走动时收集和记录患者信息。组建重塑团队——一个由NSMIC员工组成的内部团队,负责处理项目对员工、工作流程和患者护理的影响——是经过深思熟虑的。在项目的招募阶段,每位潜在团队成员都被要求进行两项特定的性格测试。该团队由不同性格类型的人员组成。后来一名放射科医生加入了该团队。在NSMIC实施新流程的整个过程中,遇到了许多故障。这些故障可分为两类:技术类和与患者相关的。故障在重塑团队的周会上得到解决。随着电子病历的实施,患者在NSMIC的体验发生了巨大变化。更多患者能够在不感到焦虑甚至幽闭恐惧症的情况下完成检查,因为他们更加放松。在过去12个月里,患者出现幽闭恐惧症的比例从1.9%降至0.99%。