Improving the efficiency and service of computed tomographic scanning.
OBJECTIVE
This study quantified the impact on service and costs of operational changes in CT.


METHODS
Operational and financial analyses were performed in 1988 and 1991 after process flow and management changes were made.


RESULTS
The backlog decreased from about 6 weeks to 1 week. The cost per scan decreased 25%. Volume increased 50%. Two technologists were assigned per scanner doing some steps of the process in parallel rather than sequentially. Decreasing throughput time accounted for three fifths of the cost decrease. The reduction in number of scanners and hours of operation, change in radiologists' practice patterns, coordination of scheduling, CT priority for escort personnel, and personnel changes accounted for two fifths of the cost decrease.


CONCLUSIONS
It is possible to simultaneously decrease costs and improve the quality of service by careful operations analysis and management. Operational changes had synergistic effects that allowed more improvement than might be anticipated. Advisable management changes may be counterintuitive.
Rhea
J T
JT
Department of Radiology, Massachusetts General Hospital, Boston 02114, USA.
Thrall
J H
JH
Saini
S
S
Sumner
J
J
D001071:Appointments and Schedules; D017046:Cost Savings / Q000706:statistics & numerical data; D003365:Costs and Cost Analysis / Q000706:statistics & numerical data; D017598:Efficiency, Organizational / Q000191:economics / Q000706:statistics & numerical data; D006801:Humans; D011872:Radiology Department, Hospital / Q000191:economics / Q000458:organization & administration* / Q000706:statistics & numerical data; D017748:Time Management / Q000191:economics / Q000458:organization & administration; D014057:Tomography, X-Ray Computed / Q000191:economics / Q000706:statistics & numerical data; D000078329:Workforce