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Biomedical subjects

L L Hanwell

Publications and source records attributed to L L Hanwell.

17 recordsLinked to original sources
PubMed1995

AHRA (American Healthcare Radiology Administrators) survey. Trends in radiology 1994: Part I.

Departments of medical imaging and therapy must balance the need to improve delivery and efficiency with the need to lower costs by finding better ways to deliver their services. As each department struggles to find its way, new trends will develop. In October, 1994, the AHRA surveyed its membership to determine those trends in hospital and nonhospital facilities. This article presents data and analysis for equipment acquisition and maintenance; operations; staffing and professional coverage; education programs; competition; marketing and new programs. Demographic information and comparisons with AHRA Trends Surveys conducted in 1985, 1987, 1989 and 1991 are included. Editor's Note: Part II of this article will review trends in exam volume, charges and volume from referral sources. Also, data from hospital departments will be analyzed by bed size groupings. Part II will be published in the summer, 1995, issue of Radiology Management, 17(3).

Data Collection↗
PubMed1993

Successful purchasing strategies involve radiology administrators, materiel managers and suppliers.

Radiology administrators and materiel managers need to improve their working relationship to increase productivity by reducing the cost of buying imaging supplies, the authors contend. Once the two parties have overcome communication problems and other obstacles, they can work with each other and with suppliers to develop win-win strategies. To maintain high quality patient care while cutting costs, the authors believe, facilities should develop a fully automated product program and strive to achieve greater product standardization.

Capital Expenditures↗
PubMed1988

Multimodality technologists: should we promote this concept?

There are approximately 7,000 hospitals in the United States and over half of them have less than 350 beds. As the American health care delivery system continues to cross the threshold of change, the directions taken by health care providers are more dynamic and the effects more consequential than ever before. We in the profession have to be sensitive to those changes and flexible enough to take advantage of opportunities as they arise. This paper will focus on the multimodality technologist within imaging areas such as diagnostic radiology, computed tomography (CT), ultrasound, nuclear medicine and magnetic resonance imaging (MRI). The multimodality technologist can be defined as an individual who is certified or competent in more than one imaging modality.

Career Mobility↗
PubMed1987

A corporate solution to the consolidation of imaging services.

In light of the changing healthcare environment and the need to be more efficient, comprehensive planning for radiology activities is essential. The following article focuses on one alternative for responding to the changing healthcare marketplace: the consolidation of imaging services. The corporate structure, strategies, financial ramifications, and advantages and disadvantages of consolidation are included. This paper is based on a presentation made by Ms. Hanwell during the RSNA Associated Sciences Workshop in November, 1986.

Evaluation Studies as Topic↗
PubMed1986

RIS: just between us.

The article that follows presents an overview of a computerized radiology information system currently in operation at Presbyterian-University Hospital in Pittsburgh, Pennsylvania. The author discusses the functions of the system's software modules, and provides a detailed description of features and benefits for each module. This paper is based on a presentation made by Ms. Hanwell at the AHRA North Atlantic Region Annual Meeting in May, 1986.

Hospital Bed Capacity, 500 and over↗
PubMedDate not supplied

Strategic repositioning: a practical approach to reducing costs and enhancing quality.

Sharply increased competition threatens the status quo in most healthcare organizations, which must now decrease costs while improving service. Those organizations can use strategic repositioning to evaluate their business practices and insure that they are performing at peak efficiency. Strategic repositioning (SR) is a process that changes functions within an institution--not just how people do the jobs they have done, but what they do. Meaningful cost savings come from changing the way services are delivered rather than from simple belt-tightening. This article discusses initiatives that resulted from an SR process at the University of Pittsburgh Medical Center. The radiology department was one of the first departments to participate in the process and successfully reached its goal: to reduce its operating budget by 22% over three years while increasing service quality. Generally, SR includes the following steps: assessing the status quo, project organization, benchmarking and evaluating results. Some of the changes proposed by the radiology department were: closing outpatient radiology services at an adjacent clinic, decommissioning the CT scanner in the OR, PACS implementation, consolidating ultrasound with the peripheral vascular lab, decreasing the use of non-ionic contrast media, decommissioning underutilized equipment, and consolidating services such as transcription and scheduling. As changes are suggested with an SR process, executives must make difficult decisions, such as whether a program survives or is discontinued. Radiology cannot do this alone! Establishing ambitious improvement goals at the beginning will set the stage for the program. Stretch beyond the limit. If the expectation is to decrease 15%, try to decrease 20% and in many cases quality will still be enhanced. It can be done.

Ambulatory Care Facilities↗
PubMedDate not supplied

AHRA staff utilization survey measures technologist productivity.

The AHRA Staff Utilization Survey is an increasingly valuable reference for administrators trying to increase productivity, maintain patient satisfaction and maintain a reasonable working environment for their employees. This article presents highlights of the full survey, which will be published separately and mailed to all AHRA members in July. The highlights are presented in text, tables and full-color charts.

Ambulatory Care Facilities↗
PubMedDate not supplied

AHRA survey: film library practices.

Presented here are the highlights of the Film Library Practices Report, taken from the 92-page report published by the AHRA in November 1996. Administrators may find information useful for improving their departments, which function most efficiently with smooth running libraries. The survey of AHRA members covers such topics as staffing, storage, copy policies, PACS and problem areas.

Data Collection↗