In 2005, the Saudi Aramco Medical Services Organization (SAMSO), a complex of hospitals in Saudi Arabia, set out to reduce the rate of central line infections in its neonatal intensive care unit—a unit dedicated to treating very sick newborn babies. For every 1,000 days that patients were equipped with central lines—or, in medical terminology, “catheter days”—there were about 11 related infections. SAMSO used the Model for Improvement to reduce that number. Within a year, the rate of central line infections in the unit was down to zero—and it stayed that way for several months in a row. How did they do it?
Posted on: Wed, 20 Nov 2013 15:14:53 +0000
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