A whole range of data collection points improves the quality of case information-flow and the reliability of the patient's progress -
- Pre-med information and timings are viewable by all
- Eating times are recorded and easily indicated
- Administration (admission, consent etc) is 'checkboxed'
- Status by Patient, Lab or Ward is available in views relevant to each user
- All time-stamped information relevant to each procedure is clearly presented throughout
Any hospitalisation is a stressful experience, made all the more intense when you have been waiting a while for your treatment. Anything that can be done to reduce Waiting list times and improve the Patient pathway experience is to be commended.
Reduction in Waiting list and LOS
- it stands to reason that any increase in the efficiency of the resources available to deliver any treatment pathway will result in more patients being treated and, therefore, a reduction in overall waiting times
Fewer delays during Procedures
- once on the daily list for treatment, there can still be uncertainties and un-explained delays, which are not only stressful for the patient, but also for their loved ones waiting for news
Clearer communications are clearly beneficial for all parties concerned
- the Patient knows where they stand in the process
- the Lab knows what is happening across Patients, Wards and Labs
- the Hospital knows where efficiencies can be improved
On the face of it, Cardiologists have simple requirements:
- an efficient use of their valuable time
- no delays between procedures
- the relevant information they need, when they need it
Seamless communication is at the heart of the Labyrinth system, ensuring that unnecessary delays and cancellations are avoided and turn-round times are minimised. The system also delivers the added value of information where you need it, when you need it.
Data is recorded once and available for any re-use many times. Anything the Ward records (for example, the Patient pre-med) is available, time-stamped for Lab staff. The inevitable amendments can therefore be accommodated, without having to chase and check across all involved, which, in the case of multi-Lab environments, would involve a vast number of calls and wasted time.
In addition, there is also a 'Notes' view, which allows users to add some commentary, such as Ward remarks or Procedure information from the Lab, as well as holding other independent information, such as Tests (those Required and their Results) and Radiation Dosage data.
Just take a moment to calculate the amount of time which can be wasted chasing patients and re-organising procedures!
Then there is the work to collect, compile and report on Lab performance levels.
Wouldn’t it be better if you could:
- Import and Schedule the Day List automatically overnight
- Track and manage patient status in real time
- Communicate seamlessly between staff members and avoid wasting time chasing around
- Have an overview of all Patients going through each Lab in an instant
Individual team members can work independently with the information they need, viewing Patients by Ward, Lab or Procedure, without referring to others, with Lab utilisation and ‘up-time’ maximised.
THE CATH SUITE IS ONE OF THE MOST CRITICAL INVESTMENTS MADE BY A TRUST
Hospital income for each procedure varies between £1,000 to £10,000 - Each Lab will conduct about 1200 cases PA.
An average income per procedure of £2,000 represents £2,400,000 - for an Hospital with 4 Labs, this is an income of over £9,000,000 PA.
A tiny 5% gain in efficiency – around 1 extra procedure per week - would generate an extra income of £100,000 per Lab PA
(£400,000 PA for 4 Labs) AND improve the Patient experience and LOS.
This is a key opportunity for any Hospital.
Efficiency is important to any organisation, but for the NHS it has always been critical.
What does this mean, in the context of one of an Acute Trust’s largest investments – the Cath Labs?
How about ‘An overall increase in utilisation of resources, with no additional staff’?
Labyrinth provides answers to the key questions:
- HOW WELL ARE WE MANAGING THE PATIENT PATHWAY, EXPERIENCE AND LOS?
- HOW MUCH VALUE IS LOST IN DELAYS / POOR LAB UTILISATION?
- CAN MORE INCOME BE GENERATED BY MANAGING THE LABS BETTER?
- HOW CAN WE COLLECT PERFORMANCE AND AUDIT DATA MORE EASILY?
- HOW SIGNIFICANT WOULD AN ABILITY TO FORECAST DEMAND BE?
There are also other micro-data of substantial significance:
- Which procedures take the most time / what is the average?
- Which Patient types cost us more than others?
- How long does the average Admission procedure take?
- How much are Cancellations costing the Hospital?
- What is the impact of emergency cases on our income?