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What about care pathways

TLDR
It is stated that healthcare should change and that the purpose of healthcare systems is not to minimize costs but to deliver value for patients, which in the long run results in better health per dollar spent.
Abstract
Porter et al. ( 1 ) stated that healthcare should change and that the purpose of healthcare systems is not to minimize costs but to deliver value for patients, which in the long run results in better health per dollar spent. Three principles should guide this change: (i) delivering value to patients, (ii) medical practice should be organized around medical conditions and care cycles, and (iii) results — risk adjusted outcomes and costs — must be measured. With respect to this change, the role of the multidisciplinary team is to focus on the clinical process innovation (CPI) ( 2 ). CPIs are central to the ability of organizations to negotiate the challenges of cost containment and quality improvement, yet many CPIs have not met expectations to improve these primary processes ( 2 ). Well organized care processes, medical conditions, or care cycles lead to appropriate outcomes if they include a structured context and a well-functioning multidisciplinary team ( 3 ). Patient safety, quality of care, and efficiency of healthcare procedures are international phenomena. In 1991, Brennan et al. ( 4 ) concluded that a substantial amount of injury to patients occurs due to healthcare management and that many injuries result from substandard care processes. One of the most cited reports on this topic was published by Kohn and colleagues of the Institute of Medicine (IOM): To err is human ( 5 ). Later, other authors from all over the world published similar results on adverse events. The first and fundamental ethical principle in healthcare — do no harm — is now being taken seriously by a wide constituency. Five years after the IOM report, in 2004 Altman et al. ( 6 ) concluded that many promising efforts have been launched, but the task is far from complete. Although adverse events are not uncommon in hospitalized patients, they are by no means inevitable ( 7 ). Even if a direct relationship is difficult to establish between variations and errors, reducing variations by standardizing clinical processes is an effective tool to minimize the probability of medical errors ( 5 ).

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Posted Content

Out of the Crisis

TL;DR: Deming's theory of management based on the 14 Points for Management is described in Out of the Crisis, originally published in 1982 as mentioned in this paper, where he explains the principles of management transformation and how to apply them.

The Service Profit Chain: How Leading Companies Link Profit and Growth to Loyalty, Satisfaction, and Value (Цепочка создания прибыли в сфере услуг: как ведущие компании связывают прибыль и рост с лояльностью, удовлетворением и ценностью)

TL;DR: Heskett, Sasser, and Schlesinger as mentioned in this paper show how managers at American Express, Southwest Airlines, Banc One, Waste Management, USAA, MBNA, Intuit, British Airways, Taco Bell, Fairfield Inns, Ritz-Carlton Hotel, and the Merry Maids subsidiary of ServiceMaster employ a quantifiable set of relationships that directly link profit and growth to not only customer loyalty and satisfaction, but to employee loyalty, satisfaction, and productivity.
Journal ArticleDOI

Is there still need for confusion about pathways

TL;DR: Care pathways are one of the tools to bring patient-focused care into daily practice by bringing the service line per patient group or medical condition to the foreground, and the professional disciplines and business units as processes or centres to the background in support of this service line.
Journal ArticleDOI

Automated generation of patient-tailored electronic care pathways by translating computer-interpretable guidelines into hierarchical task networks

TL;DR: A translation from a time-annotated computer-interpretable guideline (CIG) model of a clinical protocol into a temporal hierarchical task network (HTN) planning domain is presented, making it possible to automatically generate patient-tailored care pathways.
Journal ArticleDOI

Monitoring care processes in the gynecologic oncology department

TL;DR: A novel event log based approach for extracting valuable medical and organizational information on past executions of the care processes is presented in this study.
References
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BookDOI

To Err Is Human Building a Safer Health System

TL;DR: Boken presenterer en helhetlig strategi for hvordan myndigheter, helsepersonell, industri og forbrukere kan redusere medisinske feil.
Journal ArticleDOI

Crossing the Quality Chasm: A New Health System for the 21st Century

Alastair Baker
- 17 Nov 2001 - 
TL;DR: Analyzing health care organizations as complex systems, Crossing the Quality Chasm also documents the causes of the quality gap, identifies current practices that impede quality care, and explores how systems approaches can be used to implement change.
Posted Content

Out of the Crisis

TL;DR: Deming's theory of management based on the 14 Points for Management is described in Out of the Crisis, originally published in 1982 as mentioned in this paper, where he explains the principles of management transformation and how to apply them.
Book

Out of the Crisis

TL;DR: Deming's theory of management based on the 14 Points for Management as discussed by the authors was used in the Out of the Crisis, originally published in 1982, to explain the principles of management transformation and how to apply them.