After nearly 30 years of localized development of day surgery in China, in order to enable more patients to enjoy high-quality and affordable day surgery medical services, some medical institutions have begun to try same-day surgery, which means the patient can be operated and discharged within the same workday. With the help of the national three-level diagnosis and treatment service model, it provides continuous medical services and guarantees for day surgery patients through the integration of “hospital-community”. This article first introduces the development history of day surgery, summarizes the definitions and requirements of day surgery in different countries or academic associations, and finally focuses on same-day surgery in China, aims to provide some ideas for the future development of day surgery in China.
Objective To explore the impact of personal digital assistant (PDA) information system on surgery operations, so as to provide basis for improving the efficiency of surgery operations and building medical research databases. Methods The data of patients undergoing surgical treatment in Northern Jiangsu People’s Hospital between October 1, 2018 and September 30, 2020 were retrospectively analysised. According to whether to operate the PDA information system, the patients who did not use the PDA information system for surgical treatment between October 1, 2018 and September 30, 2019 were taken as the control group (before the operation), and the patients who used the PDA information system for surgical treatment between October 1, 2019 and September 30, 2020 were taken as the intervention group (after the operation). The quality of surgical operation, the time of anesthesia opening, the time of opening operation, the length of operation, and other operation indicators before and after the operation of the PDA information system were analyzed. Results A total of 59 610 patients were enrolled, including 27 726 in the control group and 31 884 in the intervention group. Compared with before the operation of the PDA information system, the total annual operation increased by 4 158 cases (15.00%), and the average turnover of per operation room increased (17.10%). The average anesthesia opening time is 14.52 minutes earlier. The average operation opening time is 18.25 minutes earlier. Except for gastrointestinal center surgery, thoracic surgery, neurology surgery, trauma center surgery, intensive care unit ward surgery, biliary and pancreatic surgery, hepatosplenic surgery, and other types of surgery (P>0.05), other types of surgeries were statistically significant differences in the operation duration before and after other operations (P<0.05). Conclusions The PDA information system developed based on "VariFlight" quantifies the quality of surgical operations more finely. It can effectively improve the operation efficiency and economic benefits of surgery, shorten the operation time, contribute to the construction of medical research databases.
Patients with severe traumatic brain injury (TBI) have a higher mortality rate, often dying within a few hours after injury. The management of trauma site, transportation, and early hospital stay is closely related to the outcome of TBI patients. The final success rate of TBI patients varies after different prehospital treatments, and the quality of prehospital treatment for TBI needs to be further improved. Therefore, the TBI prehospital management guideline emerged, and the third version of the guideline was released in April 2023. In order to provide better advice and guidance on the treatment of prehospital TBI, this article interprets the key points of updating the third edition of the prehospital TBI management guideline.
Objective To explore the role of introducing closed-loop management in the decision execution process of hospital president’s office meeting in improving the hospital decision execution and management ability. Methods The topics of the president’s office meeting of Guang’an People’s Hospital from 2021 to 2022 were selected. The topics of the president’s office meeting were divided into 2 groups based on the introduction of closed-loop management. Among them, 2021 was used as the pre-intervention group, and 2022 was used as the post-intervention group. The completion rate of agreed topics, the rate of reconsidering deferred topics, and the impact of closed-loop management on various sequence departments of the hospital before and after intervention were observed. Results A total of 946 topics were included. Among them, there were 499 topics in the pre-intervention group, 305 topics were completed, 38 topics were deferred, and 16 topics were presented for further meetings; after intervention, there were 447 topics, 404 topics were completed, 33 topics were deferred, and 24 topics were presented for further meetings. There was a statistically significant difference in the average completion rate of agreed topics [(60.90±6.30)% vs. (89.62±7.94)%] and the average rate of reconsidering deferred topics [(40.83±18.78)% vs. (65.70±25.62)%] before and after intervention (P<0.05). The average completion rate of agreed topics in administrative, logistic and business sequence increased from (60.13±7.95) %, (67.90±22.13) % and (63.34±18.54) % to (92.41±8.25) %, (88.80±18.78) % and (84.79±18.71) %, respectively. Conclusion The introduction of closed-loop management in the decision execution process of the hospital president’s office meeting can improve the decision-making efficiency and execution ability.