Rhea J T, Thrall J H, Saini S, Sumner J
Department of Radiology, Massachusetts General Hospital, Boston 02114, USA.
Acad Radiol. 1994 Oct;1(2):164-70. doi: 10.1016/s1076-6332(05)80837-2.
This study quantified the impact on service and costs of operational changes in CT.
Operational and financial analyses were performed in 1988 and 1991 after process flow and management changes were made.
The backlog decreased from about 6 weeks to 1 week. The cost per scan decreased 25%. Volume increased 50%. Two technologists were assigned per scanner doing some steps of the process in parallel rather than sequentially. Decreasing throughput time accounted for three fifths of the cost decrease. The reduction in number of scanners and hours of operation, change in radiologists' practice patterns, coordination of scheduling, CT priority for escort personnel, and personnel changes accounted for two fifths of the cost decrease.
It is possible to simultaneously decrease costs and improve the quality of service by careful operations analysis and management. Operational changes had synergistic effects that allowed more improvement than might be anticipated. Advisable management changes may be counterintuitive.
本研究量化了CT操作变更对服务和成本的影响。
在进行流程和管理变更后，于1988年和1991年进行了运营和财务分析。
积压从约6周减少至1周。每次扫描的成本降低了25%。扫描量增加了50%。每台扫描仪分配两名技术人员，并行而非顺序执行流程中的一些步骤。缩短周转时间占成本降低的五分之三。扫描仪数量和运营时长的减少、放射科医生执业模式的改变、排班协调、护送人员的CT优先级以及人员变更占成本降低的五分之二。
通过仔细的运营分析和管理，有可能同时降低成本并提高服务质量。操作变更具有协同效应，带来的改善比预期的更多。明智的管理变更可能有违直觉。
