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Biomedical subjects

M Ferdinand

Publications and source records attributed to M Ferdinand.

At least 19 recordsLinked to original sources
PubMed1995

Regionalization: Canadian-style integrated networks. A case study.

Developing a successful integrated network requires senior management to scrutinize and apportion available resources--technologies, beds, personnel and so forth--on a regional basis. Regionalization--the Canadian version of integrated networks--increasingly came to be seen as the answer that would work, and in New Brunswick the broadest efforts have been made. Fifty-one hospital and health center boards across the province were dissolved, and health services in the province were apportioned into seven regional hospital corporations, with an eighth encompassing the entire province. At Region 3 Hospital Corporation, a strategic planning exercise helped management identify resources. New information systems were put in place to provide resource utilization information for designating facilities for the level of care they would provide, as well as to provide feedback to physicians and develop critical pathways. Support services were consolidated. Budget reductions caused the curtailment of new service plans, but also increased cooperation among clinicians and non-clinical managers. Layoffs created worker bumping throughout the system to accommodate union seniority rules. Nearly three years into regionalization, most people in New Brunswick say they are satisfied with the healthcare they receive.

Communication↗
PubMed1995

Teamwork at the Detroit Medical Center. Bridging the gap.

In 1992, Harper Hospital, a part of the Detroit Medical Center, initiated a Quality Enhancement and Clinical Resource Management (QE/CRM) program. The program was designed to be physician-driven and multidisciplinary. Its goal is to "look closely and critically at the appropriate use of clinical resources to affect the most desired outcomes." Through the use of teams for different clinical services, led by physicians and comprised mainly of physicians, quality of care and cost issues are identified and investigated. Changes to practice have occurred that have not only improved outcomes and saved the medical center money, but prepared it to go to managed care.

Cost Control↗
PubMed1994

The state of the art in OR product standardization.

Product standardization has been a problem in the OR. Product evaluation and standardization exists on a house-wide and OR-specific level at most institutions. Surgeons play some role in the process, though how much depends on the institution. Clinical trials must be conducted to avoid having surgeons or nurses revert to their old products during the trial. Physician preference still plays a major role in preventing standardization from taking place. But strategies that reduce--not eliminate--product choices, combined with purchase contract compliance and cost/usage data can help standardization efforts succeed.

Clinical Trials as Topic↗
PubMed1994

Air ambulance services--integrated emergency care.

In the name of cost-conscious care, air ambulance program directors and service contractors are seeing the dawn of integrated networks as a boon to their business. As integrated networks form, facilities will become increasingly specialized in the types of services they provide. Patients will need to be moved around the system, resulting in more frequent patient transport and more points of transfer. Many programs are considering aircraft replacement and additions, rather than leasing. Financial benefits could come on depreciation and the high resale value of aircraft. Unless reimbursement levels increase, more program mergers and affiliations may take place to spread and reduce cost. Air ambulance services will increasingly become part of a facility's strategic plan.

Air Ambulances↗
PubMed1994

1994 survey--healthcare materiel management and central service professions.

Our 1994 professional survey shows an industry in flux. Institutions seem to be getting smaller, job tenure is shrinking for CS managers and materiel managers are convinced there will be fewer of them around. Salaries seem to be flattening for materiel managers, female materiel managers are being financially discriminated against and CS managers, though making more money, are losing benefits. Job dissatisfaction appears to be on the rise for both professions.

Central Supply, Hospital↗
PubMed1994

Reducing orthopedic implant costs. A physician-driven approach at Mt. Sinai Medical Center, Cleveland.

Faced with the closing of its service, the Orthopaedics Department at Mt. Sinai Medical Center, working with Materials Management, began a program to become profitable. Through standardization, appropriate utilization, pre-planning of cases and the development of critical pathways, the service has realized about 40% savings in materials and dropped their average product costs to $2,700 per joint and reduced length of stay by five to six days. The keys have been physician input from the start, teamwork and continuous training.

Clinical Protocols↗
PubMed1993

OSHA's bloodborne pathogens standard: enforcement, compliance and comment.

More than a year ago, federal OSHA's Bloodborne Pathogens standard, legislation designed to reduce worker exposure to bloodborne pathogens such as HIV and HBV, became law. Many healthcare facilities were using personal protective equipment (PPE) or had some form of Universal Precautions (which the law requires) in place before the law took effect. Healthcare providers interviewed said that the addition of the widespread use of water-retardant gowns formed the biggest change in their PPE program. Education and training on the standard lagged, and these provisions in the law were the ones most frequently cited by OSHA. Provisions for free hepatitis B vaccination and post-exposure follow-up were also found wanting during OSHA inspections. Opinion on the need for the law differs.

Blood↗
PubMed1992

100 percent EtO.

Explore the source record for details and available documents.

Central Supply, Hospital↗
PubMed1991

Radiology: an opportunity waiting to happen.

This article discusses the opportunity for cost savings in radiology for the materiel manager who builds a partnership with a strong potential ally in the department--the radiology administrator.

Cost Control↗