...Introduction A radiology technician, also known as a radiologic technologist, plays a crucial role in the healthcare industry by performing medical exams using various imaging techniques. These professionals use X-rays, CT scans, MRIs, PET scans, and ultrasounds to create detailed images of specific parts of the body. Medical imaging is an essential tool in diagnosing and treating illnesses because it provides valuable information about a patient's condition. Radiology technicians use X-ray technology to capture images of bones, organs, and blood vessels. X-rays use electromagnetic radiation to produce images that help physicians identify fractures, tumors, infections, and other abnormalities. This fundamental tool allows radiology technicians...
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...designing equipment, calculating and constructing barriers, and developing administrative protocols to maintain radiation exposures (Bushong, 2001). Based on the knowledge of the adverse effects of radiation to the human body, on would practice the principle of as low as reasonably achievable (ALARA). One would practice the former principle through the use of cardinal principles which includes time, distance and shielding. Using these as foundation, radiation protection is further enhanced through radiation protection features that include protective X-ray tube housing, control panel, collimation and filtration. Reduction of unnecessary patient dose will also be looked into to further accentuate the notion of radiation protection and safety. Cardinal Principles of radiation protection Simplified rules designed to ensure safety of patients and personnel in radiation areas defines the cardinal principles. The...
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...Hospital laboratories throughout North America are successfully using “Lean” methods based on the Toyota Production System to win against multiple competitive threats. Some hospitals have used Lean to help eliminate point-of-care testing for the emergency department (ED). Other hospitals have used Lean to “insource” testing that had previously been done in outside reference laboratories. Lean can defend and protect employment for the laboratory, while also improving turnaround times and service for patients and reducing costs for the hospital. Hospital laboratories have also used freed up capacity to increase their reference laboratory work, bringing additional revenue to the hospital. an improvement of 37%, as shown in Figure 1. The laboratory was also better satisfying physicians who ordered tests for morning rounds, as the percent of tests on the charts by 7 am improved from 65% to more than 90%, as shown in Figure 2. After laboratory professionals demonstrated that they could dramatically reduce turnaround times, the ED discontinued the point-of-care trials. Since Lean implementation, Dr. Decker said, turnaround times “are definitely faster. All the docs agree,” adding, “the lab is no longer the rate-limiting step in the process.” Lean Instead of Point-of-Care Testing Before Lean, Riverside Medical Center, in Kankakee, IL, faced many challenges. Hospital CEO Phil Kambic explained, “Lab costs were skyrocketing, supply chain costs were increasing, performance was degrading in...
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...Today’s healthcare institutions and providers strive to be safe places for patients to receive care, but past data indicates it has not always been so. The Institute of Medicine determined in the late 1990’s that 44,000 to 98,000 patients die from medical mistakes each year (Wachter, 2008). This tremendous number of deaths places medical care mishaps between the fifth and eighth leading causes of deaths in the United States (Kizer, 2001). In 2002, The Joint Commission established National Patient Safety Goals (NPSG) to help accredited organizations with patient safety in specific areas. An advisory group comprised of nurses, physicians, pharmacists, risk managers, clinical engineers, and others with appropriate experience advises The Joint Commission on how to address emerging patient safety issues. This group also periodically develops and updates the goals. The goals are grouped into broad categories and for 2011-2012, cover such categories as patient identification, health care-associated infections, improving communication, medication safety, reducing falls, and risk assessment. A discussion of selected elements underlying the current NPSG such as hand washing techniques, training, and lack of communication between healthcare personnel that can lead to medication errors, to falls, and even death, plus other related factors such as staffing shortages, problems with using outdated equipment, considerations in using the electronic medical records, and compliance with statutes...
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...have prevented some of the mistakes we made in our lean transformation journey.” — John S. Toussaint, MD, President/CEO ThedaCare Center for Healthcare Value “Coupled with a foundation of alignment and accountability, the ideas in this book provide a powerful tool to help hospitals get closer to the goal we want – perfect care.” — Quint Studer, CEO, The Studer Group, author of Results that Last “Mark Graban is the consummate translator of the vernacular of the Toyota Production System into the everyday parlance of healthcare. With each concept and its application, the reader is challenged to consider what is truly possible in the delivery of healthcare if standardized systems borrowed from reliable industries were implemented. Graban provides those trade secrets in an understandable and transparent fashion.” — Richard P. Shannon, MD, Frank Wister Thomas Professor of Medicine, Chairman, Department of Medicine, University of Pennsylvania School of Medicine “There is an enormous shortfall between the healthcare we are promised and what we actually get. Mark Graban explains how those in the system can make care delivery better for everyone –patients, providers, and payers.” — Steven Spear, Senior Lecturer, MIT, Senior Fellow, IHI “Mark Graban’s work has been a steady companion in the three years I have been studying and applying lean in healthcare. He...
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...Executive Summary Accreditation Audit - Communication Nightingale Community Hospital A. Compliance Status Nightingale Community Hospital (NCH) has a vital role as a not-for-profit community hospital providing health care and services in various areas such as critical care, general medical and surgical services, oncology etc. This executive summary provides overview in terms of NCH`s compliance of priority focus area on communication: * The current status of the NCH`s communication compliance with the communication requirements of the Joint Commission (JC) on Accreditation of Healthcare Organization. * Corrective action plan for a compliance with the JC’s standards for the communication focus area. * Justification of an importance for the communication standards for NCH. Current Status NCH Communication standards compliance to 2013 Joint Commission Hospital Standards for Communication NCH current standards and protocols in place | Joint Commission(JC) Standard Number | Joint Commission Standards, retrieved from Joint Commissions on Accreditation of Healthcare Organizations (2013) | NCH Preprocedure Hand-Off form | UP.01.01.01 | Conduct a preprocedure verification process. | Overall finding: Based on the provided material, NCH preprocedure hand-off form, there appears to be a preprocedure verification process in place within the hospital. This form, however, does not have a clear division of information areas that are collected and the data provided...
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... Contents Key Themes ............................................................................................................................................ 3 Scope .................................................................................................................................................................... 3 How are teams being organised?.......................................................................................................... 7 Substituting grades and roles ............................................................................................................................... 7 Reducing staff or team size .................................................................................................................................. 8 Empowering patients............................................................................................................................................. 9 Changing the place of care ................................................................................................................................. 10 Working across organisations ............................................................................................................................. 10 Working across regional areas ........................................................................................................................... 11 How is technology being adopted? .........................
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...2009 Malcolm Baldrige National Quality Award Application TABLE OF CONTENTS Glossary of Terms and Abbreviations Organizational Profile i Responses Addressing All Criteria Items Category 1: Leadership 1 Category 2: Strategic Planning 6 Category 3: Customer Focus 10 Category 4: Measurement, Analysis, and Knowledge Management 14 Category 5: Workforce Focus 18 Category 6: Process Management 23 Category 7: Results 7.1: Best Quality (Healthcare Outcomes) 27 7.2: Best Customer Service (Customer Focused Outcomes) 32 7.3: Best Financial Performance & Growth (Financial & Market Outcomes) 35 7.4: Best People and Workplace (Workforce Focused Outcomes) 38 7.5: Best 5 Bs (Process Effectiveness Outcomes) 41 7.6: Best 5 Bs (Leadership Outcomes) 45 GLOSSARY OF TERMS AND ABBREVIATIONS APP: Annual Planning Process 5Bs: AtlantiCare’s five “Bests” or performance excellence commitments – Best People and Workplace, Best Quality, Best Customer Service, Best Financial Performance, Best Growth ARMC : AtlantiCare Regional Medical Center ASC: Ambulatory Surgery Center ASPP: Annual Strategic Planning Process A AAAHC: Accreditation Association for Ambulatory Health Care AAI: AtlantiCare Administrators Incorporated AAP: Annual Action Plan B BFP: Best Financial Performance Big Dots: The system-level measurements or targets for each of the 5 Bs (performance excellence commitments). Business units...
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...2012 Catalog Volume 20 Issue 1 March 5, 2012 – December 31, 2012 This Catalog contains information, policies, procedures, regulations and requirements that were correct at the time of publication and are subject to the terms and conditions of the Enrollment Agreement entered into between the Student and ECPI University. In keeping with the educational mission of the University, the information, policies, procedures, regulations and requirements contained herein are continually being reviewed, changed and updated. Consequently, this document cannot be considered binding. Students are responsible for keeping informed of official policies and meeting all relevant requirements. When required changes to the Catalog occur, they will be communicated through catalog inserts and other means until a revised edition of the Catalog is published. The policies in this Catalog have been approved under the authority of the ECPI University Board of Trustees and, therefore, constitute official University policy. Students should become familiar with the policies in this Catalog. These policies outline both student rights and student responsibilities. The University reserves the right and authority at any time to alter any or all of the statements contained herein, to modify the requirements for admission and graduation, to change or discontinue programs of study, to amend any regulation or policy affecting the student body, to increase tuition and fees, to deny admission, to revoke an offer...
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...OFFICIAL CATALOG This Catalog contains information, policies, procedures, regulations and requirements that were correct at the time of publication and are subject to the terms and conditions of the Enrollment Agreement entered into between the Student and ECPI University. In keeping with the educational mission of the University, the information, policies, procedures, regulations and requirements contained herein are continually being reviewed, changed and updated. Consequently, this document cannot be considered binding. Students are responsible for keeping informed of official policies and meeting all relevant requirements. When required changes to the Catalog occur, they will be communicated through catalog inserts and other means until a revised edition of the Catalog is published. The policies in this Catalog have been approved under the authority of the ECPI University Board of Trustees and, therefore, constitute official University policy. Students should become familiar with the policies in this Catalog. These policies outline both student rights and student responsibilities. The University reserves the right and authority at any time to alter any or all of the statements contained herein, to modify the requirements for admission and graduation, to change or discontinue programs of study, to amend any regulation or policy affecting the student body, to increase tuition and fees, to deny admission, to revoke an offer of admission and to dismiss from the...
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...Implementation Guide for the Use of Bar Code Technology in Healthcare Sponsored by Implementation Guide for the Use of Bar Code Technology in Healthcare © 2003 HIMSS 230 E. Ohio St., Suite 500 Chicago, IL 60611 All rights reserved. No part of this publication may be reproduced, adapted, translated, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. HIBCC ® and HIN® System are trademarks of the Health Industry Business Communications Council. ISBN: 0-9725371-2-0 Table of Contents Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .v Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .vii Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .xi Chapter 1: The Basics What is a bar code? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 How can you benefit from bar coding? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ...
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...Smoking________________________________________ 6 Electrical Appliances___________________________ 6 Mail and Flowers_______________________________ 6 Gift Shop________________________________________ 6 Spiritual Care___________________________________ 7 ATM_____________________________________________ 7 Patient Meals___________________________________ 7 Snacks__________________________________________ 7 Guest Trays_____________________________________ 7 Vending Machines_____________________________ 7 Cafeteria________________________________________ 7 Financial Expectations for Admissions________ 7 Wireless Internet Access_______________________ 7 Valuables_______________________________________ 8 TV_______________________________________________ 8 Television Channel Listings____________________ 8 Your Privacy & Information___________15 Do You Have Pain? ________________________16 Don’t Leave Until… ________________ 17-18 Preparing for Discharge ________________19 Going Home _________________________________ 19 Billing ________________________________________ 19 Coordination of Benefits (COB) _____________ 19 Medicare _____________________________________ 19 Commercial Insurance ______________________ 19 For Self-Pay Patients ________________________...
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...Essentials Ruth E. McCall, BS, MT (ASCP) Retired Program Director and Instructor Central New Mexico Community College Albuquerque, New Mexico President, NuHealth Educators, LLC Faculty, Emeritus Phoenix College Phoenix, Arizona Fifth Edition Cathee M. Tankersley, BS, MT (ASCP) Acquisitions Editor: Peter Sabatini Product Manager: Meredith L. Brittain Marketing Manager: Shauna Kelley Designer: Holly McLaughlin Production Services: Aptara, Inc. Fifth Edition Copyright © 2012, 2008 by Lippincott Williams & Wilkins, a Wolters Kluwer business. Two Commerce Square 2001 Market Street Philadelphia, PA 19103 351 West Camden Street Baltimore, MD 21201 Printed in China All rights reserved. This book is protected by copyright. No part of this book may be reproduced or transmitted in any form or by any means, including as photocopies or scanned-in or other electronic copies, or utilized by any information storage and retrieval system without written permission from the copyright owner, except for brief quotations embodied in critical articles and reviews. Materials appearing in this book prepared by individuals as part of their official duties as U.S. government employees are not covered by the above-mentioned copyright. To request permission, please contact Lippincott Williams & Wilkins at Two Commerce Square, 2001 Market Street, Philadelphia, PA 19103, via email at permissions@lww.com, or via website at lww.com (products and services). 9 8 7 6 5 4 3 2 1 Library of Congress...
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...Chapter 1 [pic] Introduction 1.1 Background Of The Report As being one of the biggest hospitals in Bangladesh, Apollo Hospitals Dhaka is at the forefront of medical technology and expertise and provides a complete range of the latest diagnostic, medical and surgical facilities for the care of its patients. The hospital is having all the characteristics of a world-class hospital with wide range of services and specialists, equipment, & technology, ambience and service quality. But the quality of a hospital service is not defined by the appearance of its facility. Rather the service quality depends more on the sincerity of the hospital and its human resources to serve the patients. In Bangladesh, the health care sector is not yet developed. A large number of people go abroad for treatment due to low quality of medical facilities in Bangladesh. And the main target market of Apollo Hospitals Dhaka is the people who want to get world class treatment inside the country with affordable cost. To ensure the proper customer satisfaction, the hospital management has to employ the right people in right place. Prior to this a detailed job Analysis is almost essential. With Job Descriptions and a sophisticated Job Evaluation system, management will be able to recruit and determine pay levels better, determine the types of training the hospital staff should go on and have a basis to appraise them. Job Descriptions furnished by business units are current and accurate...
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...rights reserved. No part of this publication may be reproduced, transmitted, transcribed, stored in a retrieval system or translated into any language or computer language, in any form or by any means electronic, mechanical, magnetic, chemical, thermal, manual or otherwise, without the prior consent in writing of the National Health Insurance Scheme. 1 CH E S EME NC © National Health Insurance Scheme ISBN 978 2397 24 5 REVISED October 2012 2 TABLE OF CONTENTS Foreword Acknowledgement Introduction Definition of Key Terms SECTION ONE (PROGRAMMES) * Introduction * Formal Sector Social Health Insurance Programme * Definition * Roles and responsibilities of Healthcare Facility under the Formal Sector Social Health Insurance Programme * Roles and responsibilities of HMO under the Formal Sector Social Health Insurance Programme * Roles and responsibilities of NHIS under the Formal Sector Social Health Insurance Programme * Organization of Health Services * Guidelines For Public Sector And Organized Private Sector * Membership * Contributions * Waiting Period * Scope of Coverage * Registration of Employers and Employees * Rights and Privileges of Beneficiaries * Procedure for change of primary healthcare provider/addition of dependants. Guidelines For Armed Forces, Police And Other Uniformed Services * Definition * Membership * Contribution * Scope of Coverage Benefit Package (Formal Sector Social Health Insurance Scheme) * Primary Healthcare Level * Secondary Healthcare...
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