Análise comparativa das readmissões hospitalares nas Unidades Locais de Saúde (ULS) e nos Hospitais

RESUMO - Introdução: Os modelos organizacionais de saúde baseados na gestão integrada de cuidados têm permitido melhorar os resultados em saúde. A taxa de readmissão hospitalar (um indicador de resultados) tem diminuído nas instituições que adotaram aquele modelo de gestão. Em Portugal, a criação das Unidades Locais de Saúde, representa a adoção de um modelo baseado na gestão integrada entre os cuidados de saúde hospitalares, primários e continuados, pelo que importa comparar a taxa de readmissões hospitalares entre os hospitais com esse modelo e os restantes Hospitais. Metodologia: Determinaram-se as readmissões não planeadas a 30 dias nos hospitais públicos portugueses do Continente durante 2013, segundo a metodologia do Centers for Medicare and Medicaid Service, que usa um algoritmo que identifica as readmissões que são habitualmente planeadas e podem ocorrer no prazo de 30 dias após a alta hospitalar. Foi calculada a taxa anual de readmissão por tipo de hospital e a sua frequência por género, faixa etária e para indivíduos com insuficiência cardíaca, doença pulmonar obstrutiva crónica, diabetes mellitus e hipertensão arterial. Resultados: Dos 692.211 episódios de internamento de 2013, 6,0% corresponderam a readmissões hospitalares não planeadas a 30 dias. Os episódios de internamento nas Unidades Locais de Saúde foram 72.725, sendo 6,6% readmitidos. Nos restantes Hospitais foram 619.486, sendo 6,0% readmitidos. A taxa de readmissão registada nos indivíduos do sexo masculino foi superior à do sexo feminino nas Unidades Locais de Saúde (7,6% vs. 6,0%) e nos restantes Hospitais (6,7% vs. 5,4%), não sendo esta diferença estatisticamente significativa (p> 0,05). Foram identificadas diferenças estatisticamente significativas (p <0,05) nas taxas de readmissão por faixa etária, sendo as pessoas com 65 anos ou mais as que apresentaram a maior taxa de readmissão nas Unidades Locais de Saúde (10,3%) e nos restantes Hospitais (10,0%). Quando analisadas as readmissões por patologia, nas Unidades Locais de Saúde os doentes com doença pulmonar obstrutiva crónica foram os que apresentaram a maior taxa de readmissão (17,5%) e os doentes com insuficiência cardíaca os que apresentaram a maior taxa de readmissão para os restantes Hospitais (16,4%). Conclusão: Em termos gerais, a frequência das readmissões nas Unidades Locais de Saúde é superior à dos restantes Hospitais. Os resultados obtidos podem indicar dificuldades na operacionalização do modelo de gestão adotado pelas Unidades Locais de Saúde, nomeadamente falhas na coordenação dos cuidados entre os diferentes níveis de prestação de cuidados.

Gestão da manutenção de edifícios em unidades hospitalares

Dissertação de mestrado em Construção e Reabilitação Sustentáveis

Aplicação da metodologia WID numa indústria de calçado

Dissertação de mestrado em Engenharia Industrial

Implementação de um novo processo produtivo adequado à introdução faseada de múltiplos produtos

Dissertação de mestrado integrado em Engenharia e Gestão Industrial

Using balanced scorecards to evaluate the data warehouse system utility

Dissertação de mestrado em Systems Engineering

Implementação da manutenção autónoma numa empresa de mobiliário

Dissertação de mestrado integrado em Engenharia e Gestão Industrial

Organização e gestão da manutencão de ferramentas numa empresa de produção de peças metálicas

Dissertação de mestrado Engenharia e Gestão da Qualidade

As infraestruturas portuárias em Cabo Verde: eficiência no curto e no longo prazo

Relatório de estágio de mestrado de Economia Industrial e da Empresa

Estudo comparativo entre indicadores de desempenho da JCI e do Contrato Programa Cirurgia Segura

Dissertação de mestrado em Engenharia e Gestão da Qualidade

A orçamentação por programas, a Informação de desempenho e as políticas públicas:tendências, perspetivas e desafios

Dissertação de Mestrado em Gestão e Políticas Públicas

Implementation of the I.S. EN 16001:2009 energy management standard into GlaxoSmithKline (GSK) Ltd, Cork

As manufacturers face an increasingly competitive environment, they seek out opportunities to reduce production costs without negatively affecting the yield or the quality of their finished products. The challenge of maintaining high product quality while simultaneously reducing production costs can often be met through investments in energy efficient technologies and energy efficiency practices. Energy management systems can offer both technological and best practice efficiencies in order to achieve substantial savings. A strong energy management system provides a solid foundation for an organisation to reduce production costs and improve site efficiency. The I.S EN16001 energy management standard specifies the requirements for establishing, implementing, maintaining and improving an energy management system and represents the latest best practice for energy management in Ireland. The objective of the energy management system is to establish a systematic approach for improving energy performance continuously. The I.S EN16001 standard specifies the requirements for continuous improvement through using energy more efficiently. The author analysed how GlaxoSmithKline’s (GSK) pharmaceutical manufacturing facility in Cork implemented the I.S. EN16001 energy management system model, and defined how energy saving opportunities where identified and introduced to improve efficiency performance. The author performed an extensive literature research in order to determine the current status of the pharmaceutical industry in Ireland, the processes involved in pharmaceutical manufacturing, the energy users required for pharmaceutical manufacturing and the efficiency measures that can be applied to these energy users in order to reduce energy consumption. The author then analysed how energy management standards are introduced to industry and critically analysed the driving factors for energy management performance in Ireland through case studies. Following an investigation as to how the I.S. EN16001 energy management standard is operated in GSK, a critical analysis of the performance achieved by the GSK energy management system is undertaken in order to determine if implementing the I.S EN16001 standard accelerates achieving energy savings. Since its introduction, the I.S. EN16001 model for energy management has enabled GSK to monitor, target and identify energy efficiency opportunities throughout the site. The model has put in place an energy management system that is continuously reviewed for improvement and to date has reduced GSK’s site operations cost by over 30% through technical improvements and generating energy awareness for smarter energy consumption within the GSK Cork site. Investment in I.S. EN16001 has proved to be a sound business strategy for GSK especially in today's manufacturing environment.

Assessing the assignation of public subsidies: Do the experts choose the most efficient R&D projects?

The implementation of public programs to support business R&D projects requires the establishment of a selection process. This selection process faces various difficulties, which include the measurement of the impact of the R&D projects as well as selection process optimization among projects with multiple, and sometimes incomparable, performance indicators. To this end, public agencies generally use the peer review method, which, while presenting some advantages, also demonstrates significant drawbacks. Private firms, on the other hand, tend toward more quantitative methods, such as Data Envelopment Analysis (DEA), in their pursuit of R&D investment optimization. In this paper, the performance of a public agency peer review method of project selection is compared with an alternative DEA method.

Turnaround across diverse global supply chains using shared metrics and change methodology: The Case of Amer Sports Corporation

Purpose - The purpose of this paper is to document the outcome of a global three-year long supply chain improvement initiative at a multi-national producer of branded sporting goods that is transforming from a holding structure to an integrated company. The case company is comprised of seven internationally well-known sport brands, which form a diverse set of independent sub-cases, on which the same supply chain metrics and change project approach was applied to improve supply chain performance. Design/methodology/approach - By using in-depth case study and statistical analysis the paper analyzes across the brands how supply chain complexity (SKU count), supply chain type (make or buy) and seasonality affect completeness and punctuality of deliveries, and inventory as the change project progresses. Findings - Results show that reduction in supply chain complexity improves delivery performance, but has no impact on inventory. Supply chain type has no impact on service level, but brands with in-house production are better in improving inventory than those with outsourced production. Non-seasonal business units improve service faster than seasonal ones, yet there is no impact on inventory. Research limitations/implications - The longitudinal data used for the analysis is biased with the general business trend, yet the rich data from different cases and three-years of data collection enables generalizations to a certain level. Practical implications - The in-depth case study serves as an example for other companies on how to initiate a supply chain improvement project across business units with tangible results. Originality/value - The seven sub-cases with their different characteristics on which the same improvement initiative was applied sets a unique ground for longitudinal analysis to study supply chain complexity, type and seasonality.

Performance-Related Awards: Health Boards Scheme

Performance-Related Awards: Health Boards Scheme This progress report to September 2003 on the performance-related awards scheme for senior health board management has been prepared by the Committee for Performance Awards for the Health Board Scheme, in line with the recommendation in Report No. 38 of the Review Body for Higher Remuneration in the Public Sector, to contribute to the Review Bodyâ?Ts consideration at its next general review (para 13.4). Click here to download PDF 93kb

Influence on screening performance of second reading strategies in two lowvolume programs

BACKGROUND: The European Guidelines specify a minimum of 5,000 screening cases to be read yearly by radiologists carrying out second reading in non-centralized programs. This professional requirement is difficult to reach and/or to implement in regional programs covering a sparse population with a high number of participating radiology units, so that alternative blind double reading strategies must be devised. OBJECTIVE: To evaluate the effect on breast cancer screening performances of two second reading strategies used in non-centralized, low-volume programs. METHODS: Reading performances in two Swiss regional breast cancer screening programs (cantons of Wallis and Vaud), covering female populations, aged 50-69, of about 31'000 and 72'000 inhabitants were computed and compared. Both programs had similar screening regimens and organizations, but differed with respect to second reading. One setting applied a selective strategy whereby only experienced radiologists performed second reading; the other elicited not to restrict second readers on the basis of their individual screening activity. Analysis included some 140,000 mammograms performed between 1999 and 2005. RESULTS: Overall, screening performances improved with increasing total volume of reading, albeit not in a linear fashion. Regardless of setting, radiologists attained a higher level of screening accuracy when performing second rather than first readings, and incident rather than prevalent screening cases. The effect of a selective, small group of second readers appeared to impact favorably on the false-positive rate and other indicators of screening quality. As the learning curve depends on the number of mammograms read, these distinct strategies may bear different outcome in the long run. Implications and practical issues for low-volume programs are discussed.