http://www.loc.gov/mods/v3 http://www.loc.gov/standards/mods/v3/mods-3-2.xsd
Reducing wait time in diagnostic assessment for cancer by implementing lean management principles
Sarah had six months to meet her hospital cancer center's target of diagnosing 65% of all patients within 28 days of referral. Funding from her grant source would lapse, and unless she could shorten the assessment timeline, patient volumes would remain too low to make up for the funding loss. Despite the best efforts of management and staff, and repeated internal attempts to improve performance, the center was ranked in the bottom three of all similar centers in the province. To address this ongoing problem and be able to add patient capacity, the center contracted a consultant to analyze and identify ways to improve the process, which involved both clinical and diagnostic functions, not to mention several communication and handoff points.After interviewing key staff members and observing processes at the center, the consulting team offered Sarah some options for how they could proceed, each with different risks, advantages, time commitments, and price points. Sarah needed to make a choice quickly so the team could dig into their work.
Marzieh Ghiyasinasab, Samira Keivanpour, Morteza Zohrabi, Sanaz Ghazi, John Fedirko, Gene Macdonald.
Includes bibliographical references and index.