Today's challenge lies in medical guideline adherence, ensuring process quality and thereby improving the quality of care.
Physicians and hospitals need to deal with demands and conditions that extend well beyond the medical treatment of patients.
- Cost pressure within the healthcare system: Ever greater numbers of patients must be given the optimal medical treatment with increasingly short resources.
- The physician as administrator: Physicians must take on more administrative responsibilities. They must observe the complex processes of a clinic from an organizational and process-related perspective in order to work efficiently and obtain optimal results.
- Reliable processes, clearly defined interfaces and time play an important role, particularly in the case of acute disease patterns such as stroke or acute coronary syndrome – for patients, they may be essential for survival.
Acute coronary syndrome as an example:
In the US only 6% of the investigated hospitals implement all five of the key strategies recommended by the D2B Alliance. And less than 50% of US hospitals follow the defined guidelines for acute STEMI care1. In Europe the standardized application of PTCA for STEMI patients varies between 5% and 92%2
Stroke as an example:
In Germany 50% of all stroke patients are not treated in dedicated stroke units3. This has crucial consequences: The mortality rate for stroke patients treated without stroke unit involvement is 14-25% higher than those treated in stroke units4.
Where do you stand?
Do you know how good the processes in your hospital are? Do you have the right metrics to make a valid quality statement?
JACC, 46, No. 7, 2005 [1236-1241]
Widimsky P. et al, European Heart Journal (2010) 31, 943–957
Busse O. et al, Nervenarzt 2008 79;747-748
Royal College of Physicians, (2001), National Sentinel Audit for Stroke - Clinical Audit Report