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Additive Manufacturing
Published in Sherif D. El Wakil, Processes and Design for Manufacturing, 2019
Let us give an example of the impact of additive manufacturing on industry. A good example is the medical devices industry. Evidently, additive manufacturing has potential for how medical devices are made, distributed, sold, and used. It can enhance device functionality and doctor and patient satisfaction. This comes as a result of bringing new types of products to the market, more quickly and cheaply, without the need for massive infrastructure, through large-scale customization. It would also affect how devices get to the patient. Moreover, it would enable making customized implants (e.g., for an individual patient) instead of manufacturing generic ones that would be adjusted to suit the patient. In fact, parts can be produced in situ, and hospitals can become manufacturers, making the required devices at the points of care, thus eliminating warehouses and simplifying the SCM by eliminating logistics.
Obstacles to continued use of personal health records
Published in Behaviour & Information Technology, 2022
Michele Heath, Tracy H. Porter, Kenneth Dunegan
Replacing previous hardcopy versions, PHRs are changing the health care context in unprecedented ways and consequently generating great interest among all stakeholders. However, understanding how to effectively manage the shift from hardcopy to electronic records has proven to be challenging (Heath and Porter 2017; Kahn, Aulakh, and Bosworth 2009). Key to the success of this shift is the acceptance of the new system by patients. Although PHRs can provide opportunities for patients to actively engage in their own medical care and medical self-management, the change from a traditionally passive relationship to a more participative one can be intimidating. While PHRs have the potential to promote desirable levels of patient engagement, the voluntary nature of these systems presents a challenge: how do we get patients to accept and utilise PHRs long term. We know from previous research that PHRs get patients more involved in their health care, improve their health literacy, allow them to communicate directly with health care providers, and promote greater preventative self-care (Detmer et al. 2008). Studies also show that getting patients more engaged and active in their own medical programme improves patient satisfaction, quality of care, and ultimately clinical outcomes (Nazi et al. 2013).
Towards a Triadic Quality Measurement Framework for U.S. Healthcare
Published in Quality Management Journal, 2018
Subhajit Chakraborty, Hale Kaynak
As mentioned earlier, the first pillar of the authors' proposed quality measurement triad is at the micro level, with the unit of analysis being the individual patient. They suggest that the focus of a quality measurement framework at the individual level should be to measure all aspects of PCQ including its four dimensions—interpersonal, technical, environmental, and administrative quality. Patient satisfaction with the medical treatment is also important because; ultimately, the patient must not only recover fully from the disease or ailment but must also be satisfied with the treatment and its associated costs. Patient perception and satisfaction data for every hospital could be mined from four common websites (Healthgrades, RateMDs, Vitals, and Yelp) to obtain customer complaint themes and all the individual data for the hospital collected in a month to be grouped to ultimately enhance/augment the HCHAPS survey domains.
The Effectiveness of ISO 9001-Based Healthcare Accreditation Surveyors and Standards on Hospital Performance Outcomes: A Balanced Scorecard Perspective
Published in Quality Management Journal, 2019
William J. Ritchie, John Ni, Eric M. Stark, Steven A. Melnyk
Kaplan and Norton (1996; 2005) specify financial performance as the concluding link of the BSC. According to classic BSC logic, improvements in customer relationships are a signal that the management system’s learning and growth and internal processes are aligned with the organization's goals and objectives to fulfill customer needs. Consequently, financial performance is a natural outcome. In the case of hospitals, these relationships are more nuanced and deserve elaboration. First, it is noteworthy that government entities (for example, Medicare and Medicaid) and insurance companies are considered to comprise the primary customer group in that the quality mandates are essentially a proxy for the desires of the broader patient community at large. In this scenario, these entities play a significant role in mandating that hospitals implement quality initiatives as well as provide evidence that their processes are within acceptable guidelines. Importantly, the level of funding these organizations provide (principally reimbursements for services) is ultimately determined by the outcomes of these quality programs. One such frequently cited outcome metric is patient satisfaction. Patient satisfaction is often included in comparative assessments (for example, hospital ranking sources) and serves as a global indicator of the accomplishment of hospital and healthcare provider strategic objectives. In summary, when hospitals implement quality accreditation programs that are in sync with broader hospital goals, patient experiences can be expected to improve, and corresponding reimbursement rates will also increase. Thus, Hypothesis 3 is as follows: