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Biomedical subjects

W T Stockburger

Publications and source records attributed to W T Stockburger.

12 recordsLinked to original sources
PubMed1993

Using quality improvement to manage the installation of capital equipment.

The traditional process for capital equipment installation in healthcare settings is often not managed to maximum effectiveness. Cost overruns from unplanned construction or from construction change orders are frequently caused by breakdowns in communications between architects, equipment vendors, building contractors, and managers of healthcare services. Through the use of a continuous quality improvement philosophy, it is possible to redefine the installation process and thereby enable the healthcare facility to streamline the costs of capital acquisition.

Angiography↗
PubMed1992

CQI for imaging services: Part I, An introduction.

In continuous quality improvement (CQI), all employees involved in the provision of services cooperate in evaluating and understanding the processes associated with these services. Through such cooperation, organizations can improve service quality on a continuous basis. A good way for radiology managers to prepare for CQI implementation is to review W.E. Deming's fourteen principles of continuous quality improvement. To be successful, a CQI program requires direct, hands-on involvement by managers. A program that is implemented correctly will enable a radiology facility to become more competitive. Quality improvements typically result in increased worker productivity, which allows a facility to perform more work with fewer resources.

Cost Savings↗
PubMed1992

CQI for imaging services: Part II, Obstacles to success.

Continuous quality improvement (CQI) as an operations philosophy is quickly gaining acceptance in the American healthcare industry. But despite successes with this type of program in Japan and certain American industries, the quality improvement process is not problem free. In fact, there will be obstacles for many who implement such a program. For example, changes in work systems frequently stimulate emotional reactions from those affected. And while fear, apprehension and resistance can be addressed by the radiology manager, lack of corporate and administrative support will limit or prevent a CQI program's success. However, radiology managers must overcome such problems to survive in today's healthcare environment.

Attitude of Health Personnel↗
PubMed1989

A financial analysis of digital image acquisition for portable and table-top radiography.

The use of photostimulable phosphors as a method for obtaining digital radiographic images during traditional portable and table-top radiography has become a subject of increased interest and controversy in recent years. Proponents of this technology argue that a Picture Archival and Communications System--or PACS--is now within the grasp of most medical communities. However, there still exists concerns relating to the financial and economic effectiveness of this technological development. Does direct digital image acquisition during portable and table-top radiography present a financial benefit to the average health care facility? An in-depth financial analysis of the costs incurred by computed radiographic imaging provides sufficient information to state that financial benefits are a function of exposure-related repeat procedure volumes which can be reduced or eliminated through the use of this new technology. Repeat procedure volumes must be reduced by at least 6,000 procedures if the health care facility intends to avoid a financial loss from the use of photostimulable phosphor technology during portable and table-top radiography.

Capital Expenditures↗
PubMed1988

The administrator's role: strategic management.

The strategic plan of most healthcare organizations provides for monitoring of effectiveness on the departmental level. This effectiveness is based upon increased profitability, increased workload and consumer satisfaction. By monitoring workload volumes and seasonal variations of volumes; understanding the demand for services; understanding of physician perceptions and attitudes; and the monitoring of changes in the departmental patient payment mix, the radiology manager is able to support the strategic functions of the organization. In addition, the manager can provide assistance to evaluations which identify negative impacts on operations and profitability.

Decision Making↗
PubMed1987

An evaluation of the financial impacts of optical disk storage for digital radiography.

While the digitization of radiographic patient information and the use of picture archiving and communication systems (PACS) have become a subject of increased interest and controversy, discussion of the methodology for archiving this information is not common. Optical disks have been proposed as one solution to the archival problem which faces most large radiology departments as the transition to digitization occurs. An in-depth financial analysis of the costs incurred by both traditional film archival and optical disk archival provides sufficient information to emphatically state that over a seven-year period, optical disk archival is more cost efficient than traditional radiographic film archival for radiology facilities with workloads greater than 25,000 procedures. For simplification purposes, however, only those cost directly associated with image archival were considered; all other factors relating to PACs, such as personnel costs and hardware required for image review and transfer, were ignored.

Archives↗
PubMed1987

Determination of radiology staffing needs by regression analysis.

In the past, analysis of staffing needs has caused friction between radiology departments and hospital administration. To overcome this difficulty, the department of radiology at the University of New Mexico developed a regression-based analysis which ties departmental staffing needs to hospital statistics. Patient days and number of facility outpatient visits are used to project procedure statistics and staffing needs.

Decision Making↗
PubMedDate not supplied

Customer service: developing a new mindset for today's instant gratification society.

Today's society expects and demands immediate service, results and access to information. Can those of us in leadership positions say that the service we provide is equal to or exceeds what our customers expect? How can we redesign our services so they are better than those we currently provide? Some people look to advances in technology as one means to improve services and access to information, but this should not be the only means. If we are to develop a philosophy of exceptional service, we must develop a vision of those services. We must gain an understanding of our customers, plus a knowledge of products, the availability of resources and any industry constraints. In healthcare, we must look to leadership to achieve our goals. A goal of exceptional customer service must be communicated to all levels of service providers from management. Top-down action by management--leadership by example--is critical. Leadership must gain the trust of both customers and employees by actively listening to both verbal and nonverbal comments at all points of service. Without an understanding of our customers' needs, it won't be possible to deliver services at or above their expectations.

Attitude of Health Personnel↗
PubMedDate not supplied

Departmental image: consumer perceptions.

The image of any radiology facility is a direct result of perceptions gathered by the consumer of their services. These consumers--referring physicians and patients--may be inaccurate in their perceptions, but it is these perceptions that form the basis for their opinions. Damage to the image of the facility may occur as a result of inaccurate but negative perceptions. Such negative perceptions must be determined and addressed in the promotion of a favorable community image. Actual increases or decreases in referrals to a radiology facility are directly related to the image of that faculty within its medical community.

Consumer Behavior↗
PubMedDate not supplied

Inventory management.

Inventories must be managed if the radiology manager is to maintain an efficient budget. As pressures to reduce expenditures and streamline budgets in the health care industry continue, an efficiently managed budget no longer remains an option. Technologists must pay close attention to inappropriate uses of inventory items so that the radiology manager is provided with appropriate information regarding current usages and misusages. This responsibility cannot be solely vested in the functions of the radiology manager, but must become a responsibility of which all technologists are cognizant.

Hospital Departments↗