Reducing door-to-needle times using Toyota's lean manufacturing principles and value stream analysis. - Wikidata - awgldk - TriplyDB

Reducing door-to-needle times using Toyota's lean manufacturing principles and value stream analysis.

Reducing door-to-needle times using Toyota's lean manufacturing principles and value stream analysis.

http://www.wikidata.org/entity/Q36428769

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Lean interventions in healthcare: do they actually work? A systematic literature review Imaging Acute Ischemic Stroke: Mapping Present and Future Clinical Practice.Understanding the volume-outcome effect in cardiovascular surgery: the role of failure to rescue.New standardized nursing cooperation workflow to reduce stroke thrombolysis delays in patients with acute ischemic stroke.Not all waits are equal: an exploratory investigation of emergency care patient pathways.Prehospital thrombolysis: a manual from Berlin Acute stroke care and thrombolytic therapy use in a tertiary care center in Lebanon.Stroke code improves intravenous thrombolysis administration in acute ischemic stroke Evaluation of interval times from onset to reperfusion in patients undergoing endovascular therapy in the Interventional Management of Stroke III trial Lean management in health care: definition, concepts, methodology and effects reported (systematic review protocol).A case-control study of the effectiveness of tissue plasminogen activator on 6 month patients--reported outcomes and health care utilization.Differences in process management and in-hospital delays in treatment with iv thrombolysis Detecting dissonance in clinical and research workflow for translational psychiatric registries.Postischemic hyperperfusion on arterial spin labeled perfusion MRI is linked to hemorrhagic transformation in stroke Do efforts to decrease door-to-needle time risk increasing stroke mimic treatment rates?Screening with MRI for Accurate and Rapid Stroke Treatment: SMART Factors Associated with In-Hospital Delay in Intravenous Thrombolysis for Acute Ischemic Stroke: Lessons from China.Help seeking behavior and onset-to-alarm time in patients with acute stroke: sub-study of the preventive antibiotics in stroke study.Improving Emergency Department Door to Doctor Time and Process Reliability: A Successful Implementation of Lean Methodology Outcomes of Patients Requiring Blood Pressure Control Before Thrombolysis with tPA for Acute Ischemic Stroke.Streamlined Hyperacute Magnetic Resonance Imaging Protocol Identifies Tissue-Type Plasminogen Activator-Eligible Stroke Patients When Clinical Impression Is Stroke Mimic.The Influence of Language Discordance Between Patient and Physician on Time-to-Thrombolysis in Acute Ischemic Stroke.Simple In-Hospital Interventions to Reduce Door-to-CT Time in Acute Stroke.Accuracy of emergency medical services-reported last known normal times in patients suspected with acute stroke.Prenotification and other factors involved in rapid tPA administration.Observational Multicenter Study of a Direct-to-CT Protocol for EMS-transported Patients with Suspected Stroke.Multimodal Diagnostic Imaging for Hyperacute Stroke.Does Value Stream Mapping affect the structure, process, and outcome quality in care facilities? A systematic review.Stroke Chameleons and Stroke Mimics in the Emergency Department.A resident boot camp for reducing door-to-needle times at academic medical centers.Unclear-onset stroke: Daytime-unwitnessed stroke vs. wake-up stroke.Improving patient access at a movement disorder clinic by participating in a Process Improvement Program.A cluster-randomised quality improvement study to improve two inpatient stroke quality indicators.CODE FAST: a quality improvement initiative to reduce door-to-needle times.Review of acute ischaemic stroke in Pakistan: progress in management and future perspectives.In response to: "Using lean-based systems engineering to increase capacity in the emergency department.'Time' for success.Thrombolysis: Improving door-to-needle times for ischemic stroke treatment - A narrative review.Improving Regional Stroke Systems of Care.Lean thinking turns 'time is brain' into reality.

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Reducing door-to-needle times using Toyota's lean manufacturing principles and value stream analysis.

http://www.wikidata.org/entity/Q36428769

description

2012 nî lūn-bûn

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2012年の論文

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2012年学术文章

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2012年学术文章

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2012年学术文章

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2012年学术文章

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2012年学术文章

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2012年學術文章

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2012年學術文章

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2012年學術文章

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name

Reducing door-to-needle times ...... les and value stream analysis.

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Reducing door-to-needle times ...... les and value stream analysis.

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type

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Reducing door-to-needle times ...... les and value stream analysis.

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Reducing door-to-needle times ...... les and value stream analysis.

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Reducing door-to-needle times ...... les and value stream analysis.

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Reducing door-to-needle times ...... les and value stream analysis.

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Reducing door-to-needle times ...... les and value stream analysis.

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Andria L Ford

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Craig McCammon

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Jennifer A Williams

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Jin-Moo Lee

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Mary Spencer

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Naim Khoury

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Peter Panagos

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Tomoko R Sampson

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The American Heart Association Get With The Guidelines program

Safety of tPA in stroke mimics and neuroimaging-negative cerebral ischemia.

The "golden hour" and acute brain ischemia: presenting features and lytic therapy in >30,000 patients arriving within 60 minutes of stroke onset.

Stroke mimics and intravenous thrombolysis.

Applying value stream mapping techniques to eliminate non-value-added waste for the procurement of endovascular stents.

Thrombolysis in stroke mimics: frequency, clinical characteristics, and outcome.

Timeliness of tissue-type plasminogen activator therapy in acute ischemic stroke: patient characteristics, hospital factors, and outcomes associated with door-to-needle times within 60 minutes.

Association of outcome with early stroke treatment: pooled analysis of ATLANTIS, ECASS, and NINDS rt-PA stroke trials.

Factors influencing in-hospital delay in treatment with intravenous thrombolysis.

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3395-3398

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10.1161/STROKEAHA.112.670687

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3508290

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