by Thomas Pyzdek

Continuity of Patient Care Decreasing

Journal of the American Medical Association reports decreased continuity of care.

An article in the Journal of the American Medical Association (JAMA) reports that between 1996 and 2006, physician continuity from outpatient to inpatient settings decreased in the Medicare population. According to the article, in 1996, 50.5% of hospitalized patients were seen by at least 1 physician that they had visited in an outpatient setting in the prior year, and 44.3% of patients with an identifiable PCP were seen by that physician while hospitalized. These percentages decreased to 39.8% and 31.9%, respectively, in 2006. Greater absolute decreases in continuity with any outpatient physician between 1996 and 2006 occurred in patients admitted on weekends and those living in large metropolitan areas and in New England. In multivariable multilevel models, increasing involvement of hospitalists was associated with approximately one-third of the decrease in continuity of care between 1996 and 2006.

Continuity of Care Decreased Steadily Between 1996 and 2006

GD Star Rating
loading...
GD Star Rating
loading...

Tags: , , ,


Leave a Reply

You must be logged in (click to log in or register) to post a comment.

Get Certified!

Be trained by Thomas Pyzdek

Black Belt

Green Belt

Learn More!

Resources for Six Sigma


Introduction to Six Sigma
Six Sigma Projects
Six Sigma Tools
Six Sigma Statistics
Six Sigma Videos (Requires QuickTime)
Leading Six Sigma
Healthcare Quality
Process Excellence Podcasts
Other Useful Links
Good books on Six Sigma and other topics

What is Six Sigma?

By Thomas Pyzdek, Author of The Six Sigma Handbook

For Motorola, the originator of Six Sigma, the answer to the question "Why Six Sigma?" was simple: survival. Motorola came to Six Sigma because it was being consistently beaten in the competitive marketplace by foreign firms that were able to produce higher quality products at a lower cost. When a Japanese firm took over a Motorola factory that manufactured Quasar television sets in the United States in the 1970s, they promptly set about making drastic changes in the way the factory operated. Under Japanese management, the factory was soon producing TV sets with 1/20th the number of defects they had produced under Motorola management. They did this using the same workforce, technology, and designs, making it clear that the problem was Motorola's management. Eventually, even Motorola's own executives had to admit "our quality stinks." Read More...