Biomedical subjects
Publications and source records attributed to R C Burchell.
Six cases of ovarian vein thrombophlebitis are reported including one resulting in operative death, a case diagnosed by phlebography, a postabortal case, and a case followed by habitual abortion. An historic review of this disease is presented. It is suggested that the ovarian vein may be the most commonly involved vein in puerperal pelvic thrombophlebitis.
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In brief, Obstetrics, like many other medical specialties, is experiencing the convergence of a number of diverse medical, social and economic trends. As a result there is increasingly intense turmoil in how these services are clinically delivered and in how they are managed--with a profound shift from basically inpatient, institutional care to outpatient care. Hospital executives must be alert to these changes if they expect their clinics and inpatient facilities to remain competitive and to deliver the best possible care under a rapidly changing set of expectations. If executives fail to recognize these pressures and thereby fail to create timely strategic reactions, their organizations may subsequently experience poor long run performance. The issue in obstetrics is not merely one of determining how best to manage obstetrics-related clinics, programs or departments; although this is a significant hospital management problem, it is important to recognize the changes and prevalent patterns, and to begin devising responsive management strategies. See strategies below.
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Medical groups and physicians have arrived at the crossroads of an uncertain future. The purpose of this paper is to explore how both can collaborate to win over the long-run. Evolving group practice imperatives are analyzed, including reinventing the group practice concept, achieving productivity from providers, intensifying medical management without raising costs and demonstrating the value of products and services. These imperatives define the deliverables required from medical groups and physicians in order to establish a promising fit with managed care plans. Responses to these imperatives enable medical groups to offer precisely the sort of distinctive competitiveness that managed care plans seek and that lead to long-run viability.
Medical groups are vitally interested in achieving better operating margins in view of diminishing revenues and cost increases. The answer to this dilemma is heightened productivity. However, raising the productivity of medical care providers does not just automatically happen. It requires innovative thinking and the courage to instill change in the face of resistance. This article examines several medical manufacturing strategies that might be used by medical groups to improve productivity. These strategies are based on proven approaches in business that have been translated for the health care context.