J P Crabbe1, C L Frank, W W Nye. 1. Department of Radiology, University of Michigan Medical Center, Ann Arbor 48109.
Abstract
OBJECTIVE: In the face of a changing health care system and increased competition, radiology departments need to become more efficient. One measurement of efficiency is promptness in producing a final report. Many large radiology centers have radiology information systems (RIS) that track work flow, collecting tremendous amounts of data. Most, however, lack an appropriate analytic mechanism. We have developed an integrated system that allows continual monitoring of radiology work flow and thus of opportunities to apply interventions. This system can form an important component of the quality management process in the radiology department. MATERIALS AND METHODS: In developing the system, we identified seven key steps in the work-flow process. When left to chance, these steps occur out of sequence and large delays occur. A scheme was devised to improve the sequencing of the work flow by using the data collected from the RIS, sorted by radiology division and patient type. Biweekly, the appropriate data file is transferred to each division for analysis, via the department's computer network. A one-step process follows, using desktop Macintosh computers and a custom program written in Microsoft Excel. Extracted data are quickly converted into a tailored division summary, and a report is automatically generated. RESULTS: The result summary format is uniform throughout the department, allowing ease of review at divisional and departmental meetings. Problems can be immediately localized to a specific step in the work-flow process. Automation of much of the system allows continual, near-real-time review of work flow. Using this approach, we have seen a sustained reduction of average report turnaround time. CONCLUSION: This system allows continual monitoring of work flow. It is largely automated and lends itself well to inclusion in the quality management program of any radiology department.
OBJECTIVE: In the face of a changing health care system and increased competition, radiology departments need to become more efficient. One measurement of efficiency is promptness in producing a final report. Many large radiology centers have radiology information systems (RIS) that track work flow, collecting tremendous amounts of data. Most, however, lack an appropriate analytic mechanism. We have developed an integrated system that allows continual monitoring of radiology work flow and thus of opportunities to apply interventions. This system can form an important component of the quality management process in the radiology department. MATERIALS AND METHODS: In developing the system, we identified seven key steps in the work-flow process. When left to chance, these steps occur out of sequence and large delays occur. A scheme was devised to improve the sequencing of the work flow by using the data collected from the RIS, sorted by radiology division and patient type. Biweekly, the appropriate data file is transferred to each division for analysis, via the department's computer network. A one-step process follows, using desktop Macintosh computers and a custom program written in Microsoft Excel. Extracted data are quickly converted into a tailored division summary, and a report is automatically generated. RESULTS: The result summary format is uniform throughout the department, allowing ease of review at divisional and departmental meetings. Problems can be immediately localized to a specific step in the work-flow process. Automation of much of the system allows continual, near-real-time review of work flow. Using this approach, we have seen a sustained reduction of average report turnaround time. CONCLUSION: This system allows continual monitoring of work flow. It is largely automated and lends itself well to inclusion in the quality management program of any radiology department.