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By P. Aldo. Princeton University. 2018.
The presence of such a chemical may greatly hamper efforts to prevent or stop a major hemorrhage cheap 75mg sildenafil. In HDD order sildenafil 25 mg line, multiple family members over two or more Kevin Osbert Hwang purchase sildenafil 50mg with mastercard, MD generations develop desmoid tumors generic sildenafil 50 mg overnight delivery, but not colon poly- posis. Family members in subsequent generations will have an increased risk of developing desmoid tumors. Every person diagnosed with HDD has a 50% chance of passing on the condition to each of his/her chil- Hereditary desmoid disease (HDD) is a condition dren. The chances that a child who has the that causes people to develop a benign (noncancerous) associated with HDD will develop a desmoid tumor growth known as a desmoid tumor. The location of the mutation within the APC gene may predict the symptoms and health problems that a person will experi- In HDD, multiple family members from several gen- ence, but this association is far from perfect. They 2001, only four families have been reported in the med- usually occur in the abdomen, but they may also develop ical literature. Most desmoid tumors, though—more than 97%—occur sporadically, meaning that they are not Desmoid tumors may cause a noticeable lump and/or caused by genetic mutations. In the past desmoid tumors were classified as fibrosarcomas (growths associ- HDD is usually diagnosed solely upon family his- ated with ), but this is no longer the case. Evaluation for HDD requires filling out a detailed, Mutations in the APC gene usually result in three-generation family tree. This condition causes death certificates should also be examined to confirm or hundreds to thousands of polyps (tiny growths) to clarify possible diagnoses of desmoid tumors. It is associated with a high risk for records for family members developing colon polyps developing colon cancer. People who have FAP need to and/or undergoing colon surgery will also be requested in have their health monitored on a regular basis. It Some families with FAP develop extra-colonic may be offered to someone who has developed a desmoid symptoms (involving organs other than the colon), tumor and has a family history of such tumors. The combination of colon tion is identified, the positive test result provides proof of polyposis and desmoid tumor was once termed the diagnosis. Since hearing loss is not necessar- uals affected with progressive sensorineural hearing loss, ily the same in both ears, each ear is tested independently. This is a graph of frequency (in Hz) versus called a bone vibrator is used in place of the earphones. The bone vibrator sends auditory signals through the Syndromic hereditary hearing loss is differentially bones of the ear, bypassing the ear canal and the ossicles diagnosed by the presence of the non-hearing loss symp- of the middle ear. In the case of conductive hearing loss, the affected individual will be able to hear sounds at a toms that the patient also possesses. Non-syndromic lower decibel level using the bone vibrator than using the hereditary hearing loss is differentially diagnosed from earphones. In the case of sensorineural hearing loss, the syndromic by the absence of such other symptoms. Types affected individual will generally hear sounds through of non-syndromic hereditary hearing loss are differentially the bone vibrator at the same decibel level as was diagnosed by the age of onset of the symptoms; the pro- required using the earphones. Occasionally, a differential diagnosis old is the amount of sound that that individual can just also includes the inheritance pattern of the non-syndromic barely hear. It is measured in deci- mined by obtaining family medical history information on bels (dB). Mild hearing loss is defined gene changes in specific genes for certain non-syndromic as an HL in the 26 to 45 dB range. Moderate hearing loss hearing losses, including prenatal testing, are also begin- is defined as an HL in the 46 to 65 dB range. The average person speaking English in a conversa- tional tone tends to speak in the 30 to 60 dB range Certain types of conductive hearing loss can be depending on the particular sounds being made. Persons treated by surgery to correct the dysfunctional portion of with mild hearing loss will generally be able to hear and the ear. Sensorineural hearing loss is generally not able to understand one-on-one conversations if they are close to be repaired by surgery. These individuals may have difficulty hear- Most people with partial hearing loss can benefit ing a speaker who is far away, has a soft voice, or is sur- from the use of hearing aids and/or sign language.
A radiopac- ity that overlaps the heart but does not obliterate the heart border is posterior and lies in the lower lobes sildenafil 25 mg for sale. Coin lesions: Causes are granulomas (50% which are usually calcified) purchase sildenafil 100mg without a prescription, (histoplasmo- sis 25% buy 100mg sildenafil with amex, TB 20% sildenafil 100 mg for sale, coccidioidomycosis 20%, varies with locale); primary carcinoma (25%), hamartoma (<10%), and metastatic disease (<5%). Pay close attention to the retrosternal clear space, costophrenic angles, and the path of the aorta. However, fa- miliarity with OR procedure is crucial to the success of any such experience. Preparing yourself before you get to the OR by knowing the patient thoroughly and having a basic un- derstanding of what is planned will greatly enhance your OR experience. STERILE TECHNIQUE Members of the OR team, which includes the surgeon, assistants, students, and scrub nurse (the one who is responsible for passing the instruments and gowning the OR team), main- tain a sterile field. The circulating nurse acts as a go-between between the sterile and non- sterile areas. Sterile areas include • Front of the gown to the waist 16 • Gloved hands and arms to the shoulder • Draped part of the patient down to the table level • Covered part of the Mayo stand • Back table where additional instruments are kept The sides of the back table are not considered sterile, and anything that falls below the level of the patient table is considered contaminated. ENTERING THE OR From the moment you enter the OR, everything is geared toward maintaining a sterile field. Change into scrub clothing (remem- ber to remove T-shirts and tuck the scrub shirt into the pants). Scrub clothes may occasionally be worn on the wards, provided that they are covered by a clinic coat or some other form of gown, but you 339 Copyright 2002 The McGraw-Hill Companies, Inc. Because of universal precautions, OR staff are now required to use protective eyewear while at the operative field. While wearing glasses, it is helpful to tape the mask to the bridge of your nose to prevent fogging during the surgery. Special masks are also available with self-adhesive strips to help prevent fogging of glasses. Tape the glasses to your forehead if you think they may be loose enough to fall onto the table during the op- eration! Do not wear nail polish, and remove any loose jewelry, watches, and rings before scrubbing. The mask does not need to be worn in the hall of the OR suite (but everything else does) at most hospitals. The mask must be worn in the OR itself, near the scrub sinks, and in the substerile room between ORs. Find the operating room where the patient is located, and assist in transport, if neces- sary. Introduce yourself to the intern or resident and nurse, and try to get an idea of when to begin scrubbing (usually when the first surgeon starts to scrub). If you have a pager, follow the OR procedures and remove the pager if you are going to be scrubbed into the case. THE SURGICAL HAND SCRUB The purpose of a surgical hand scrub is to decrease the bacterial flora of the skin by me- chanically cleansing the arms and hands before the operation. Key points to remember: (1) If contamination occurs during the scrub, it is necessary to start over, and (2) In emer- gency situations exceptions are made to the time allowed for scrubbing (as in obstetrics, when the baby is brought out from the delivery room and the student is still scrubbing! Povidone–Iodine (Betadine) Hand Scrub Scrubbing technique depends somewhat on local custom. Some ORs want a timed scrub in which the duration of scrubbing is determined by watching the clock. Other ORs use an “anatomic” scrub in which the duration of scrubbing is determined by counting strokes. Either is acceptable, and you should find out what the custom is at your institution. Aseptically open one brush and place it on the ledge above the sink for the second half of the scrub.
The lack of end-to-end solutions is dealt with by interconnecting heterogeneous information systems (a rather complex task with constant change management issues) and by introducing solutions from other business sectors (i buy sildenafil 25 mg amex. The lack of vision and leadership of healthcare managers and health authorities order sildenafil 100mg mastercard, and the lack of willingness to re-engineer healthcare processes for the benefits of efficiency and quality of care delivery 25mg sildenafil with mastercard. Some countries are in the process of introducing or implementing such Business Process Reengineering projects in order to address healthcare delivery in a more information flow conformant way sildenafil 50 mg low cost. This is a key point in reaching knowledge management, knowledge re-use and sharing, and finally proposing a solution for the knowledge-based society of tomorrow. This issue should be dealt with by proposing strategies that focus on processes and by establishing key performance indicators, balanced scorecards, Copyright © 2005, Idea Group Inc. Copying or distributing in print or electronic forms without written permission of Idea Group Inc. Key Performance Indicators and Information Flow 119 or other metrics that are the upper level of a structured information flow-based model. This issue is the one most strongly related to the problem of dealing with the people-centered approach of the healthcare sector. In order to implement information systems and knowledge management systems, education and training must be addressed with high priority since user acceptability is strongly related to them. Service oriented models and patient-centered information systems have a higher chance of passing the user acceptability test. A system that is not accepted by the user is often a system with poor data quality (or no data at all) and knowledge management, business intelligence or data warehousing solutions are consequently inoperable and unsuccessful. Taking all of the above issues into consideration, this chapter proposes to explore trends and best practices regarding knowledge management from the viewpoint of performance management, based upon the use of Key Performance Indicators (KPI) in healthcare systems. By assessing both balanced scorecards (Kaplan/Norton) and quality assur- ance techniques in healthcare (Donabedian), it is possible to foresee an electronic healthcare record centered approach which drives information flow at all levels of the day-to-day process of delivering effective and managed care, and which finally moves towards information assessment and knowledge discovery (both with administrative and medical data). KPIs should be regarded as the strategic assessment tool, for both the executives and the clinical decision-makers, that will lead healthcare delivery to excel- lence and to knowledge discovery and assessment. Healthcare organizations are no exception and are accepting the challenge to more effectively share knowledge both internally and externally (Strawser, 2000). When the hype and confusion are stripped away, it is apparent that KM initiatives can profoundly change a healthcare enterprise for the better, and bring numerous advantages to Healthcare Information Management (HIM) profes- sionals. For HIM professionals, KM is worthy of special attention because it informs Copyright © 2005, Idea Group Inc. Copying or distributing in print or electronic forms without written permission of Idea Group Inc. In order for this to happen, data should be provided in specific patterns and should be based upon a strategy that will empower a healthcare system by gaining knowledge of its processes, its outcomes, and its structures. Despite the obvious advantages, many healthcare decision makers view the idea of a KM initiative with scepticism, possibly because of an incomplete or incorrect understanding of the tools needed to achieve it. Many of the tools and strategies associated with implementing KM are not new; what is new is a cohesive approach to KM design and implementation. Certainly there are pitfalls and limitations in using information technol- ogy for KM—trying to force fluid knowledge into rigid data structures, for example, or focusing too much on the tools and not enough on the content. But networks and computers, with their ability to connect people and store and retrieve virtually unlimited amounts of information, can dramatically improve departmental efficiencies. Some examples of knowledge management applications are listed below: • Data Mining tools enable decision makers to search and analyze large sets of data by using specific querying methods and tools (Standard Query Language, Rough Data set, On Line Analytical Processing). For example, intelligent agents could be used to forward completed test results to the corresponding physicians of a patient. As such, Web browsers are increasingly becoming the most common graphical user interface, even for specific software products such as financial accounting and patient order entry systems. Such systems are ideal for performance management and executive reporting and serve as the technological base for supporting the idea of a digital dashboard of indicators. A computerised patient order entry system is a classic example of a process-based operation in healthcare that requires the constant monitoring of the workflow status.
The centre uses a computerised system for call taking and despatch order sildenafil 100 mg online, included within which (currently available or planned) are mapping trusted 25mg sildenafil, mobile data and automated vehicle location systems Copyright © 2005 discount sildenafil 100mg on line, Idea Group Inc discount sildenafil 25mg fast delivery. Copying or distributing in print or electronic forms without written permission of Idea Group Inc. Ambulance and Paramedic Service command and control is supplied by a proprietory system. The Ambulance and Paramedic Service call taking and despatch system is an example of a system often under severe resource pressure, frequently resulting in a need to carefully schedule vehicles to meet the current demand. Any joint working which can enhance Ambulance and Paramedic Service performance is estimated to yield immediate benefits in terms of response times, which are subject to National targets. Police Service The Police Service for Barfordshire has two central control centres (or “information centres”). One, in Barford, has recently been refurbished, and monitors all calls across the County. A computer system is used, together with UHF and VHF radio systems (now replaced). The other, in a neighbouring county town, is in the process of rolling out the Airwave implementation. The same computer system as that in Barford is used (although the procedures for using it differ), together with UHF and VHF radio systems (now replaced). Police Services have to “manage” demand in order to meet the needs of their clients. Forces have adopted systems of “graded response” which they apply to calls for service. For example, Grade 1—immediate response, grade 2—respond but at normal traffic speeds, grade 3—by appointment, grade 4—no police attendance required. As men- tioned earlier, whilst the Fire Service deals only with emergency calls, and the Ambulance Service has clear categories of calls to which it has to respond, and which it prioritises, the range of calls which the Police Service has to respond to is much more varied. A distinction is made between emergency and non-emergency calls, but the classification of a call as emergency or non-emergency is not always clear cut. This is an issue which impacts future development, and to which I will return later in the report. Fire Service In the case of the Fire Service, there have been limited opportunities to assess the operation, but from the evidence gathered it is possible to make the following preliminary assessment of the emergency systems: 1. The vehicles and teams to send are, for the most part, allocated according to set rules and procedures. These rules and procedures are such that they can be incorporated within an automated system. Calls can be dealt with by a call taker/dispatcher, who, on receipt of the call, is able to generate an automated instruction, resulting in hard copy (e. Copying or distributing in print or electronic forms without written permission of Idea Group Inc. Except in major emergencies, control of the incident, from inception of the instruc- tion in number 3, above, to eventual return to station, can be left largely with the operational fire teams attending the incident—central coordination is much less of an issue than with Ambulance or Police. Structure: Summary The organisational structures of the Fire, Police and Ambulance Services are different, as are the working practices. However, this should not be seen as preventing information sharing, but rather as the framework(s) within which such sharing must take place. For example, if the technical systems are so disparate as to be functionally incompatible, sharing might be achieved by providing a reporting structure, or an intermediary file structure, which stores and produces the necessary information in a common format, as determined, for example, by an information needs analysis. In effect, information need must be determined, supported by effective ways of deciding how much information should be passed from service to service, and making that information available. Human/Cultural Issues The human and cultural issues are significant and may be summarised as a need to “manage change”. Detailed issues which have surfaced as in need of consideration include: • Differences in practice between different agencies, and different members of the same agency.
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