{"title":"The cost and quality of hospitalists.","authors":"B T Gipe","doi":"","DOIUrl":"","url":null,"abstract":"<p><p>The Hospitalist concept is becoming the standard of practice as managed care penetration grows. It is increasingly difficult to do a good job in the outpatient arena and this makes the old \"double threat\" model in which the physician speeds through inpatient rounds in the morning before clinic, during lunch, and again at night after his office closes, obsolete. There is simply too much at stake in the inpatient arena to have large periods of time in which physician coverage is minimal. Controversy exists as to whether or not the services should be \"outsourced\" to a Hospitalist management company or developed internally, using physicians who historically have had a significant presence in the hospital. If the services are outsourced, then it is essential that they be built around a strong local physician leader who remains active in patient care. The French author, Anais Nin wrote: \"There are very few human beings who receive the truth, complete and staggering, by instant illumination. Most of them acquire it fragment by fragment, on a small scale, by successive developments, cellularly, like a laborious mosaic.\" Inpatient care in the United States is adequately described as a laborious mosaic in which providers of many different services surround patients with many different problems. Hospitalist programs can help to bring order to the mosaic by consistently combining the correct physician talent with the system's sickest and most expensive patients in order to achieve the best possible outcomes.</p>","PeriodicalId":79857,"journal":{"name":"Cost & quality : CQ","volume":"6 1","pages":"20-3"},"PeriodicalIF":0.0,"publicationDate":"2000-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21636066","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The devolution of critical care in the U.S.","authors":"D Crippen","doi":"","DOIUrl":"","url":null,"abstract":"","PeriodicalId":79857,"journal":{"name":"Cost & quality : CQ","volume":"6 1","pages":"17-9"},"PeriodicalIF":0.0,"publicationDate":"2000-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21636939","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Can patient demand for pharmaceuticals be moderated?","authors":"M Thompson, S Freedman","doi":"","DOIUrl":"","url":null,"abstract":"<p><strong>Objective: </strong>Ask health plan members whether they would consider switching to a less costly medication or alternative treatment if their physician asked.</p><p><strong>Sample & setting: </strong>Random sample of 265 members of Kaiser Permanente in Northern California.</p><p><strong>Design: </strong>A telephone survey asked participants to respond to three vignettes tailored to either men and women age 18 to 39, women age 40-80, or men age 40-80.</p><p><strong>Main results: </strong>If asked to do so by their doctors, most young adults (77%) said they would be open to switching to a less expensive allergy medicine, most women over age 40 (60%) said they would try a less expensive blood pressure medication, and most men over age 40 (68%) said they would meet with a behavioral specialist and try other steps before taking ViagraAE. In open feedback, participants said they would be most receptive if the recommendation came from a trusted physician, if given the freedom to choose otherwise, and the alternative was equally effective and convenient. About one-third of participants expressed reservations or said they would definitely refuse substitution. These refusers were significantly less satisfied with the health plan, less satisfied with their primary care doctor, less trusting of Kaiser physicians in general, and in poorer health (as indicated in one or more vignettes).</p><p><strong>Conclusions: </strong>Moderating patients' demand for pharmaceuticals can begin by physicians skillfully asking patients to consider a more cost-effective alternative to expensive medications when one is available.</p>","PeriodicalId":79857,"journal":{"name":"Cost & quality : CQ","volume":"6 1","pages":"10-6, 42"},"PeriodicalIF":0.0,"publicationDate":"2000-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21636938","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Academic medicine and managed care: a unique collaboration.","authors":"D Oakes","doi":"","DOIUrl":"","url":null,"abstract":"","PeriodicalId":79857,"journal":{"name":"Cost & quality : CQ","volume":"6 1","pages":"24-6"},"PeriodicalIF":0.0,"publicationDate":"2000-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21636067","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Consumerism and health care quality.","authors":"C Mera","doi":"","DOIUrl":"","url":null,"abstract":"","PeriodicalId":79857,"journal":{"name":"Cost & quality : CQ","volume":"6 1","pages":"27-30"},"PeriodicalIF":0.0,"publicationDate":"2000-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"21636068","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Six sigma.","authors":"J. Shaw","doi":"10.4135/9781412952644.n414","DOIUrl":"https://doi.org/10.4135/9781412952644.n414","url":null,"abstract":"specific first Six Sigma represents extraordinary sense - not ordinary or common sense. [1] Six Sigma distinguishes itself as a business improvement methodology from prior quality improvement methodologies, in that it supports the improvement in quality and customer satisfaction only as a means to an end – to improve the bottom line of the organization. It accomplishes this by defining the goals of the business, and defining performance metrics that tie to the business goals. Six Sigma then uses performance metrics-based projects that will yield clear business results by applying advanced quality and statistical tools to achieve breakthrough financial performance. These results are attained using dedicated, focused, qualified personnel working in a project environment.","PeriodicalId":79857,"journal":{"name":"Cost & quality : CQ","volume":"22 1","pages":"36-7"},"PeriodicalIF":0.0,"publicationDate":"2000-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81887702","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}