Referral Process Enhancement: Innovative Approaches and Best Practices.

OBJECTIVE: This study aimed to enhance the efficiency of the referral system at the Sultan Qaboos Comprehensive Cancer Care and Research Centre (SQCCCRC) in Muscat, Oman by reducing the average time for new patients' acceptance and the delay between patient acceptance and their first appointment. METHODS: A one-group pretest-posttest quasi-experimental project was conducted from Quarter 2 of 2022 to Quarter 2 of 2023. Data collected during the pretest and posttest phases were compared to evaluate the impact of interventions on the average days for patient acceptance and the time to first appointment after acceptance. The intervention involved developing a comprehensive referral system incorporating technology development, improved accessibility, orientation materials, internal training, policy formulation, criteria definition, and tailoring acceptance criteria to specialty programs. Awareness campaigns were also conducted to educate patients about the referral process and available transportation options. The project followed the FOCUS PDCA (Find, Organize, Clarify, Understand, Select, Plan, Do, Check, Act) approach for implementation. RESULT: Significant improvements were observed in the oncology referral process, with the average days for patient acceptance decreasing from 4.3 days to 1.3 days post-implementation. Statistical analysis confirmed the significance of this change (F-value = 46.25, p < .0001). Similarly, the average days to first visit appointment after acceptance decreased from 8.6 days to 4.0 days, with statistical support (F-value = 6.29, p < .0). CONCLUSION: This study represents a significant advancement in optimizing the oncology referral process. When considered in conjunction with previous research findings, it underscores the importance of ongoing efforts to enhance efficiency in patient referrals.

Improving Care Continuity in Oncology Settings: A Lean Management Approach to Minimize Discharges Without Follow-Up Appointments.

OBJECTIVE: This study aimed to reduce the number of patients discharged without scheduled follow-up appointments by implementing lean management principles. METHODS: Conducted at the Sultan Qaboos Comprehensive Cancer Center in Muscat, Oman, the research utilized a one-group pretest-posttest quasi-experimental design to evaluate the impact of lean management interventions on the rate of patient discharges without follow-up appointments. Strategies such as the Kaizen principle, Gemba Walks, cross-functional collaboration, standard work procedures, and waste reduction were employed to enhance operational efficiency. RESULTS: Spanning from Quarter 3 of 2022 to Quarter 2 of 2023, the study demonstrated a significant decrease in the percentage of patients discharged without planned follow-up appointments. The rate dropped from 9% in September 2022 to 0% in March 2023, with statistically significant differences observed (X2= 65.05, p value=<.0001). CONCLUSION: By effectively implementing lean management principles, this research successfully enhanced care continuity for oncology patients after being discharged.

Reducing the Risk of Fall among Oncology Patients using Failure Modes and Effects Analysis.

OBJECTIVE: This project aimed to mitigate the risk of falls among oncology patients using Failure Modes and Effects Analysis (FMEA) in the outpatient setting.



Methods: The project was conducted within outpatient settings, specifically encompassing outpatient clinics, daycare, radiology and radiotherapy, and rehabilitation at the SQCCCRC. The project employed an observational analytical design to assess the fall risk assessment procedure in outpatient settings. The project integrated a 7-step procedure for conducting an FMEA methodology, including defining the system or process, identifying potential failure mode, evaluating the effects of each failure mode, Assigning severity, likelihood, and detection of occurrence ratings, and identifying and implement corrective actions. In addition, Risk Priority Numbers (RPNs) were used to identify the impact of the interventions in reducing the risk of patient fall assessment and management.



Result: In the patient fall screening process, interventions yielded substantial reductions in RPNs for failure modes like "Wrong assessment" (57% decrease) and "Complex risk assessment scale" (63% decrease), addressing knowledge gaps and simplifying risk assessment. Similarly, the "Missed fall assessment" failure mode saw an impressive 80% reduction in RPN, rectifying unclear processes and knowledge gaps. In the Fall risk precaution measures process, interventions led to noteworthy RPN reductions, such as 80% for "Unclear fall precaution measures-responsibilities" and 57% for "Missed bracelets for high risk," demonstrating successful risk mitigation. Moreover, interventions in the Patient Education process achieved significant RPN reductions (57% and 55%) for "No/improper education" and "Unuse of educational material and resources," enhancing staff education and patient awareness. The total reduction in RPNs was 62% in all failure modes in the fall assessment and management process.



Conclusion: Overall, FMEA is a valuable strategy for reducing fall risks among oncology patients, but its success depends on addressing these limitations and ensuring the thorough execution and maintenance of the identified corrective actions.