Abstract：
Leaders in perioperative and interventional procedure areas need to be able to initiate and sustain change to improve operational processes in their departments or service lines. Although available literature discusses change in health care organizations, there is a lack of published articles on the implementation and sustainment of change. This article provides a review of supporting literature on change management and an infrastructure model that we have successfully implemented to sustain change. An organizational case study focused on creating sustained improvements for first procedure on-time starts and turnover times details the process of creating the accountability system for actualizing the performance targets in a perioperative environment. The case study examines the existing process and initial challenges with creating sustainable and quantifiable outcomes, describes the process of implementing the infrastructure discussed in the article, and evaluates the results. Perioperative leaders can use the information to improve processes in their work environments.
摘要：
围手术期和介入手术领域的领导者需要能够发起和维持变革，以改善其部门或服务线的运营流程。尽管现有文献讨论了医疗保健组织的变化，缺乏关于变革的实施和维持的发表文章。本文提供了有关变更管理的支持文献以及我们已成功实施以维持变更的基础架构模型的综述。组织案例研究的重点是为第一程序的按时启动和周转时间创造持续的改进，详细介绍了创建问责制度的过程，以在围手术期环境中实现绩效目标。案例研究检查了现有的过程和最初的挑战，创造了可持续和可量化的成果，描述了实现本文中讨论的基础架构的过程，并评估结果。围术期领导者可以使用这些信息来改善其工作环境中的流程。
