Figure 2. Same number of patients between the two rooms, but the time in between patients is 5 minutes greater, on average, for the MXMR room. Across a 13-hour day with approximately 20-24 patients, the discrepancy is ~100 minutes (1:40 hours) of wasted magnet time versus another magnet.
with the information in MR Excellence
He could also address issues, such as
to meet this target was most often
he can see how long it takes each MR
one system running slower and another
due to slower TATs rather than the
system and staff combination to scan
system having to then scan additional
new protocol. Periodic review allowed
and turnaround patients. “MR Excellence gives me an average, minimum and maximum range of performance for the department as
patients. With the data from MR
new staff to monitor their progress
Excellence, Slough determined that the
and improve TATs, which in turn led
slower system was taking five minutes
to better staff satisfaction. Once staff
longer for each patient TAT.
had seen that others can achieve it,
well as the subtler variations across
“Five minutes across 13 hours is
the systems,” Slough explains, “These
100 minutes. That’s two to three
we were able to work as a group and identify improvements across the team.”
variations can often lead to staff
appointments each day,” Slough says.
By examining TATs, Slough can also
dissatisfaction and unnecessary
“When this happens across six systems,
determine when a particular exam
stress. We want to avoid the peaks and troughs throughout the day that indicate faster and slower TATs, and strive to achieve a consistent standard and pace throughout the working day.”
the impact becomes significant.” As an example, Rhys together with the neuroradiologists changed the contrast-enhanced MR brain protocol, by incorporating the latest features
For example, Slough could see that TAT
in the SIGNA™Works DV26.0 software
decreases during the lunch-time period,
release with the objective of ensuring
then increases again after lunch when
the total examination time did not
falls outside his 85/15 ratio: 85 percent of the appointment is MR acquisition time and 15 percent is patient TAT. He can use the information to support additional technologist training and development where needed. “Now I can deliver focused training, review a protocol or review that
the full staff returns. There are also
exceed 30 minutes. However, staff were
day’s scheduling,” Slough adds. “As a
slowdowns in the mid-afternoon and
unable to deliver this immediately and
team, we can work together to make
then speed-ups again near the end of
became frustrated at the change.
improvements and that boosts the
the day.
Slough explains, “MR Excellence was
whole team’s confidence.”
able to show the staff that the failure
gehealthcare.com/mr
40
Tomorrow Today