Abstract Book

ESTRO 37

S620

Results We aimed to improve the number of non-emergent treatment plans that had approval 24 hours or more prior to the first treatment from our baseline of 47% to 75%. Project X metrics included increasing the number of IMRT QAs completed at least 24 hours before treatment from 19% to 80% and the number of non-IMRT plans approved at least 24 hours prior to treatment from 33% to 80%. Intervals from simulation to target contour and from initial plan completion to plan approval were identified as periods that could benefit from intervention. Barriers to actions were binned into control-impact matrices and solutions by benefit-effort matrices. Conclusion The DMAIC method can be successfully applied in radiation therapy clinics to identify inefficiencies and prioritize solutions for the highest impact. PO-1102 Application of The Hospital Survey on Patient Safety Culture to Radiotherapy Departments Worldwide A. O'Donovan 1 , S. Leonard 1 1 Trinity Centre for Health Sciences St James Hospital, Discipline of Radiation Therapy, Dublin, Ireland Purpose or Objective Minimising errors and improving patient safety has gained prominence worldwide in high risk disciplines such as radiotherapy. Patient safety culture has been identified as an important factor in reducing the incidence of adverse events and improving patient safety in the healthcare setting. The aim of distributing the Hospital Survey on Patient Safety Culture (HSPSC) to radiotherapy departments worldwide was to assess the current status of safety culture, identify areas for improvement and areas that excel, examine factors which influence safety culture and to raise staff awareness. Material and Methods The safety culture in radiotherapy departments worldwide was evaluated by distributing the HSPSC. A total of 266 participants were recruited worldwide from radiotherapy departments and included radiation oncologists, radiation therapists, physicists and dosimetrists. Results The positive percent scores for the 12 dimensions of the HSPSC varied from 50% to 79%. The highest composite score amongst the 12 dimensions was teamwork within units and the lowest composite score was handoffs and The results indicated that health care professionals in radiotherapy departments felt positively towards patient safety. The HSPSC was successfully applied to radiotherapy departments and provided a valuable insight into areas of potential improvement such as teamwork across units, staffing and handoffs and transitions. Managers and policy makers in radiotherapy may use this assessment tool for focused improvement efforts towards patient safety culture. transitions. Conclusion

the risk analysis of their respective project allows the pooling of results. It also allows to find common vulnerable phases in both projects.

Conclusion FMECA provides a systematic method for finding vulnerabilities in a project before generating a dysfunction. FMECA allows us to improve quality and safety of patient care during these different changes in the 2 centers. The pooling of the results of the 2 RT departments helps make risk analysis more systematic and robust and allows to save time in the choice and the implementation of preventive actions. PO-1101 Six Sigma Optimizations for Workflow and Quality Improvement in the Radiation Oncology Clinic N. Bennion 1 , K. Zhen 1 , K. Wilson 1 , M. Poole 1 , R. McMahon 1 , A. Yager 1 , C. Enke 1 , S. Zhou 1 1 University of Nebraska Medical Center, Radiation Oncology, omaha- ne, USA Purpose or Objective Successful radiation therapy requires multi-step processes susceptible to unnecessary delays that may negatively impact clinic workflow, patient satisfaction, and safety. This project applied process improvement tools to assess workflow bottlenecks and identify the highest yield solutions to common barriers. Material and Methods We utilized the DMAIC (define, measure, analyze, improve, control) methodology, limiting our scope to the treatment planning process. From May through December of 2014, times and dates of each step from simulation to treatment were recorded for 508 cases. A value-stream map created from this data set directed our selection of outcome measures (Y metrics). Critical goals that would accomplish the Y metrics (X metrics) were identified. Barriers to actions were binned into a control-impact matrix stratified by in vs. out of control and high vs. low impact. Solutions to each barrier were then categorized into a benefit-effort matrix to identify those of high benefit and low effort.