Martí-Valls Josep, Ballesta Eudald, González Rosa, Solé Marta, Torras Gloria
Area de Traumatología y Rehabilitación, Hospital Universitari Vall d'Hebron, ICS, Paseo Vall d'Hebron 119-129, 08035 Barcelona, Spain.
Gac Sanit. 2006 May-Jun;20(3):248-50. doi: 10.1157/13088858.
This study describes the implementation of a management plan for surgical joint replacement waiting lists and its results after 3 years. The plan was based on the following: unification of information and scheduling, periodic review, clinical guidelines, management of demand, prioritization according to need, and increasing the services provided. During the first year, the plan succeeded in revealing the real waiting list, with 23% more patients than previously included. Three years later, 16% of the patients had not turned up for surgery after being scheduled; the mean length of hospital stay for joint replacements had been reduced by 4 days; 59.5% of the patients joining the list had been assessed with a prioritization instrument, and the number of joint replacements had increased by 16% with a reduction of 14.7% in patients waiting for joint replacements. The resolution time for these procedures had also decreased by 3 months for knee arthroplasty and by 1 month for hip arthroplasty.
本研究描述了一项手术关节置换等候名单管理计划的实施情况及其3年后的结果。该计划基于以下几点：信息和排班统一、定期审查、临床指南、需求管理、按需优先排序以及增加所提供的服务。在第一年，该计划成功揭示了实际的等候名单，比之前纳入的患者多23%。三年后，16%的患者在被安排手术之后未前来；关节置换的平均住院时间缩短了4天；加入等候名单的患者中有59.5%使用了优先排序工具进行评估，关节置换的数量增加了16%，等待关节置换的患者数量减少了14.7%。这些手术的解决时间对于膝关节置换减少了3个月，对于髋关节置换减少了1个月。
