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本文引用的文献

1
Resident productivity as a function of emergency department volume, shift time of day, and cumulative time in the emergency department.住院医师工作效率与急诊科工作量、每日轮班时间以及在急诊科的累计时长之间的函数关系。
Am J Emerg Med. 2009 Mar;27(3):313-9. doi: 10.1016/j.ajem.2008.03.002.
2
Conceptualizing handover strategies at change of shift in the emergency department: a grounded theory study.急诊科交接班时交接策略的概念化:一项扎根理论研究。
BMC Health Serv Res. 2008 Dec 16;8:256. doi: 10.1186/1472-6963-8-256.
3
Handoffs causing patient harm: a survey of medical and surgical house staff.导致患者伤害的交接班:对内科和外科住院医师的一项调查
Jt Comm J Qual Patient Saf. 2008 Oct;34(10):563-70. doi: 10.1016/s1553-7250(08)34071-9.
4
Dropping the baton: a qualitative analysis of failures during the transition from emergency department to inpatient care.接力棒的交接失误:急诊科向住院治疗过渡期间失误情况的定性分析
Ann Emerg Med. 2009 Jun;53(6):701-10.e4. doi: 10.1016/j.annemergmed.2008.05.007. Epub 2008 Jun 16.
5
Handover in the emergency department: deficiencies and adverse effects.急诊科的交接班:不足与不良影响。
Emerg Med Australas. 2007 Oct;19(5):433-41. doi: 10.1111/j.1742-6723.2007.00984.x.
6
Progression of emergency medicine resident productivity.急诊医学住院医师工作效率的提升
Acad Emerg Med. 2007 Sep;14(9):790-4. doi: 10.1197/j.aem.2007.05.013.
7
Patient handover from surgery to intensive care: using Formula 1 pit-stop and aviation models to improve safety and quality.从外科手术到重症监护的患者交接:运用一级方程式赛车维修站和航空模式提高安全性与质量。
Paediatr Anaesth. 2007 May;17(5):470-8. doi: 10.1111/j.1460-9592.2006.02239.x.
8
Deficits in communication and information transfer between hospital-based and primary care physicians: implications for patient safety and continuity of care.医院医生与基层医疗医生之间沟通和信息传递的不足:对患者安全和医疗连续性的影响。
JAMA. 2007 Feb 28;297(8):831-41. doi: 10.1001/jama.297.8.831.
9
Surgeon information transfer and communication: factors affecting quality and efficiency of inpatient care.外科医生信息传递与沟通:影响住院治疗质量和效率的因素
Ann Surg. 2007 Feb;245(2):159-69. doi: 10.1097/01.sla.0000242709.28760.56.
10
Managing discontinuity in academic medical centers: strategies for a safe and effective resident sign-out.管理学术医疗中心的交接工作:安全有效的住院医师交班策略
J Hosp Med. 2006 Jul;1(4):257-66. doi: 10.1002/jhm.103.

专注的班次总结时间并不会提高住院医师交班的数量或效率。

Dedicated Shift Wrap-up Time Does Not Improve Resident Sign-out Volume or Efficiency.

机构信息

St. Luke's Hospital and Health Network, Department of Emergency Medicine, Bethlehem, PA.

出版信息

West J Emerg Med. 2010 Feb;11(1):35-9.

PMID:20411073
原文链接:https://pmc.ncbi.nlm.nih.gov/articles/PMC2850851/
Abstract

OBJECTIVES

Sign-out (SO) is a challenge to the emergency physician. Some training programs have instituted overlapping 9-hour shifts. The residents see patients for eight hours, and have one hour of wrap-up time. This hour helps them complete patient care, leaving fewer patients to sign-out. We examined whether this strategy impacts SO burden.

METHODS

This is a retrospective review of patients evaluated by emergency medicine (EM) residents working 9-hour (eight hours of patient care, one hour wrap-up time) and 12-hour shifts (12 hours patient care, no reserved time for wrap-up). Data were collected by reviewing the clinical tracker. A patient was assigned to the resident who initiated care and dictated the chart. SO was defined as any patient in the ED without disposition at change of shift. Patient turn-around-time (TAT) was also recorded.

RESULTS

One-hundred sixty-one postgraduate-year-one resident (PGY1), 264 postgraduate-year-two resident (PGY2), and 193 postgraduate-year-three resident (PGY3) shifts were included. PGY1s signed out 1.9 patients per 12-hour shift. PGY2s signed out 2.3 patients on 12-hour shifts and 1.8 patients on 9-hour shifts. PGY3s signed out 2.1 patients on 12-hour shifts and 2.0 patients on 9-hour shifts. When we controlled for patients seen per hour, SO burden was constant by class regardless of shift length, with PGY2s signing out 18% of patients seen compared to 15% for PGY3s. PGY1s signed out 18% of patients seen. TAT for patients seen by PGY1s and PGY2s was similar, at 189 and 187 minutes, respectively. TAT for patients seen by PGY3s was significantly less at 175 minutes.

CONCLUSION

The additional hour devoted to wrapping up patients in the ED had no affect on SO burden. The SO burden represented a fixed percentage of the total number of patients seen by the residents. PGY3s sign-out a smaller percentage of patients seen compared to other classes, and have faster TATs.

摘要

目的

交接班(SO)对急诊医师来说是一项挑战。一些培训项目已经实施了重叠的 9 小时班次。住院医师看诊 8 小时,有 1 小时的收尾时间。这一小时有助于他们完成患者的护理,减少需要交接的患者数量。我们研究了这种策略是否会影响 SO 负担。

方法

这是一项回顾性研究,评估了在急诊医学(EM)住院医师工作 9 小时(8 小时患者护理,1 小时收尾时间)和 12 小时班次(12 小时患者护理,无预留时间用于收尾)期间接受评估的患者。数据是通过查看临床跟踪器收集的。一名患者被分配给开始治疗并记录图表的住院医师。SO 是指在换班时 ED 中没有处置的任何患者。还记录了患者周转时间(TAT)。

结果

共包括 161 名住院医师一年级(PGY1)、264 名住院医师二年级(PGY2)和 193 名住院医师三年级(PGY3)的班次。PGY1 每 12 小时班次交接 1.9 名患者。PGY2 在 12 小时班次交接 2.3 名患者,在 9 小时班次交接 1.8 名患者。PGY3 在 12 小时班次交接 2.1 名患者,在 9 小时班次交接 2.0 名患者。当我们按每小时看诊的患者数进行控制时,SO 负担在各年级之间保持不变,与 PGY3 相比,PGY2 交接了 18%的患者,PGY1 交接了 18%的患者。PGY3 交接了 18%的患者。PGY1 和 PGY2 看诊的患者 TAT 相似,分别为 189 和 187 分钟。PGY3 看诊的患者 TAT 明显较短,为 175 分钟。

结论

在 ED 中额外花一个小时处理患者对 SO 负担没有影响。SO 负担代表住院医师所看诊的患者总数的固定比例。与其他年级相比,PGY3 交接的患者比例较小,TAT 较快。