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SHR Neuro Krebs Kardio Lipid Stoffw Microb

Langmann, G; Foussek, C; Gliebe, W; Klug, U; Schneider, M; Wackernagel, W; Theisl, A; Lechner, H; Maier, R; Klein, A; Wedrich, A.
EFQM business model enables process optimization within the subspeciality ocular oncology at the Department of Ophthalmology Graz
SPEKTRUM AUGENHEILKD. 2009; 23(6): 447-453. Doi: 10.1007/s00717-009-0372-3
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Führende Autor*innen der Med Uni Graz
Langmann Gerald
Co-Autor*innen der Med Uni Graz
Klein-Theyer Angelika Karin
Maier Richard
Schneider Mona Regina
Wackernagel Werner
Wedrich Andreas

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BACKGROUND: An increasing number of Austrian patients and patients from abroad leads to an increasing long time of waiting for an appointment at our ocular oncology service. Aim of this project is to optimize processes and shorten the stay of a patient in our outpatient clinic, without an increase of staff. Further aims of our activity are a definition of time for each diagnostic procedure, a shortening of the time of waiting and a realistic planning of the personal. METHOD: In November 2007 a first self assessment with a standardised EFQM questionaire by means of the workshop method was performed at the Department of Ophthalmology. Strengths and areas for improvement were defined, optimisation measures suggested and implemented. IMPROVEMENT MEASURES: A maximum number of new and control patients each day was defined as well as a minimum number of junior residents to examine the patients and senior residents to supervise the diagnostic and therapeutic decisions. Referring ophthalmologists were asked to send their patient's reports in advance to prioritisize patients according to their disease. As an example a retinoblastoma patient will be treated as an emergency patient, uveal melanomas will be diagnosed within one week and treated within 3 weeks. Processes were documented by means of the Adonis(A (R)) software procedures checked by the PDCA (Plan Do Act Check ) cycle according to Deming. SOPs (Standard operating procedures) were designed to optimize treatment procedures and guidelines were implemented. We try to fullfil requirements in resident's education according to ICO guidelines. RESULTS: The time of waiting of each patient could be shortened, patient's and physician's satisfaction improved. Appointments were organised according to the dignity of the tumor. A second day in the outpatient service had to be implemented in order to maintain a high quality of our patient's service. SUMMARY AND PERSPECTIVE: The EFQM business model provided our ocular oncology service with management tools like process formation and introduction of SOPs to improve the patient's flow. Next we intend to implement objectives (key figures) to monitor our process of improvement.

Find related publications in this database (Keywords)
European Foundation for Quality Management
oncology service
Department of Ophthalmology
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