Giles Walter Boland MD, Presenter: Nothing to Disclose

Ronald Doncaster, Abstract Co-Author: Nothing to Disclose

Efficient use of high capital cost CT equipment is increasingly desired in a competitive, high volume CT market. This study evaluated the potential improvements in CT productivity by creating and subsequently modifying the CT flow-chart algorithm for an academic CT department.

Each individual step in the process workflow algorithm of a CT patient was identified initiated from patient scheduling to the patient leaving the CT department and images relayed to the PACS. This was performed for both in and outpatients. Once each step had been documented, a flow-chart was created with subsequent failure point analysis performed. Redundant steps were either removed or modified through operations improvements in order to decrease both time required for staff and patient to complete the CT process. The time advantage before and after work-flow changes was measured.

Eighty-seven unique process steps were identified to complete at CT study for out-patients and 76 unique steps for in-patients. Thirteen individual steps were identified that could be eliminated or modified including: daily schedule printed and separated by area, schedule placed in exam rooms, tracking forms are separated into in and out-patients, tracking forms matched to requisition forms and scheduled time, exams not protocoled are identified and radiologist called, availability of laboratory results and contacting laboratory if unavailable, IV placements made outside the CT room. Additional requirements for in-patients required technologists to order and transport oral contrast material to the wards and calling patient 30 minutes prior to the exam. Eliminated or modification of these steps resulted in 11% decrease the number of tasks in the flow-chart. This resulted in an 18% reduction in time from patient arrival to image distribution onto the PACS. Technologist availability for CT scanning purposes increased by 38%.

Meticulous evaluation of CT workflow process through flow-chart analysis can identify redundant or inefficient tasks by reception, technologist and physician staff. Once modified, this can lead to improved patient throughput times using less human resources.

Boland, G, Doncaster, R, CT Patient Throughput: Operations Improvement Using Process Flow-chart Analysis.  Radiological Society of North America 2004 Scientific Assembly and Annual Meeting, November 28 - December 3, 2004 ,Chicago IL. http://archive.rsna.org/2004/4407114.html