RESUMO
The past decade has seen the expansion of the cardiac catheterization laboratory's hemodynamic monitoring system from an instrument for capturing essential physiologic information to the hub of an integrated cardiovascular information system. This evolution has increased the complexity of equipment replacement and necessitates a structured, coordinated effort across multiple hospital departments. This article describes the experience of AnMed Health Medical Center (Anderson, SC) in acquiring and implementing its cardiovascular information system and how proactive planning helped minimize the investment risk.
Assuntos
Serviço Hospitalar de Cardiologia , Sistemas de Informação , Cateterismo Cardíaco , Tomada de Decisões Gerenciais , Hemodinâmica , Humanos , Monitorização Fisiológica , Estudos de Casos Organizacionais , Serviço Hospitalar de Compras , South CarolinaRESUMO
Cardiac catheterization laboratories represent one of the most significant capital investments for hospitals. Historically, hospitals could achieve an economic return fairly rapidly on this capital investment because of the relatively high contribution margin on many of the procedures performed in the department. However, recent changes in DRG assignments, declines in Medicare reimbursement, and the advent of new technologies, such as drug-coated stents, pose a threat to achieving planned economic return. In response, many hospitals are pursuing strategies to improve throughput in the cardiac cath lab and maximize the number of procedures performed. The case example in this article describes how a busy cardiac catheterization lab in the southeastern United States successfully applied the Six Sigma methodology to improving productivity and increasing available capacity.
