Difference between revisions of "Marianna Jewell"
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== '''Blog:''' ==
== '''Blog:''' ==
Revision as of 21:42, 27 September 2007
- I am from Nashville, TN and have two brothers (25, 17) and one sister (20).
- I graduated from Georgia Tech in August, 2007 with an Industrial and Systems Engineering degree.
- I love to travel and my next destination of choice is South America. I would love to work abroad at some point. So far I've been to:
Singapore + China + Thailand + Cambodia + Malaysia + Inner Mongolia + Australia + Luxembourg + France + Italy + Germany + Austria + Spain + Netherlands + Belgium + Haiti + Bahamas + Canada
- I have glasses. But I've had them for less than a year.
- My pinky finger is as long as my second toe.
- This photo is WAY TOO BIG!!!
- very low ceilings
- the tunnel has to accomodate ALL traffic between Grady and Hughes Spalding, ranging from children walking through with their families to dead people rolling on carts...
- the ER seemed very small, and with 50,000 people coming through every year it seemed like it would be hard to manage through traffic as well as handle the amount of people in the actual rooms.
- everyone working there seemed very friendly and happy to be there.
- every part of the hospital uses the same corridor system for way-finding.
- Have the control panel for each of the radiology rooms in the same room. This would consolidate space, and would make more sense if you made one room a little bigger instead of having 2 rooms which provide the same function that weren't used all the time.
- Use a nurse/patient matching system for recurring patients.
- Have colored ceiling tiles for the way to certain areas of the hospital. ie, if there was a strip of green ceiling tiles (or green paint, even), that would be one way to the ER, etc. Obviously the main entrance would have all stripes on the ceilings, and then they would branch from one another.
- Use an online form system for first-time patients with appointments. Might save on time.
- Higher ceilings, bright colors, and simpler designs might make the hospital seem less crowded.
- I talked to our tour guide about which parts of the hospital would overlap and which parts of the hospital would be totally torn down to make way for the soon-to-be parking area.
- I asked Les Sanders what the neatest innovations for the new hospital would be.
- I asked the man in Radiology whether the observation rooms for both machine rooms were combined or separate.
General notes I thought interesting:
- there is no OR- all OR patients are sent to Scottish Wright and Eggelston
- built in 1952, originally for Afr Amer people. closed in 1989. re-opened in 1992.
- the clinic side will be attached to the new building.
- HKS is the architectural firm that is working on the new hospital.
- team consists of people responsible for: aesthetic design, technical design, and clinical design
- specialty in diseases, specifically asthma and sickle-cell anemia.
- crowd control
- staffing efficiencies
- patient care (specific)
- adaptability, so H.S. will still be continually a "new" hospital
- ER + Walk-in + Primary Care can all be collocated. This is possible b/c many times ER patients are actually Primary Care patients. advantage of collocation- patients, examiners, and rooms needed are all similar.
- 24 new beds. This is possible b/c clinical managers will be located outside of the clinic.
- there will only be one way into the building. Is this good? I'd really like more elaboration on this.
- showcase of donors in the front entrance -> needs to be interactive.
- identify what will grow the fastest (clinicals... beds...etc) and accomodate where they can make space for it.
- new signs on surrounding roads to help people find the parking lot. Use a branding component for signage. Most users will be repeat users, but 1/3 will be brand new.
- evidence-based design-> making people feel like they're not in a hospital.
- child-life specialist will focus on helping kids getting over being in a hospital
- feature: playroom to get kids out of their rooms, and a staff who helps kids be normal.
- 46.5% of this is framing the right problem. Find the right problem, then fix it. This makes the most impact!
- HUGS system- bracelet system to prevent patients from being taken off the 2nd and third floors through all entries/exits.
"Embracing Evidence Based Design"
- I found it very surprising that the chances of dying through error are so high. (1/300-1/700)
- only 14-30% of health care providers wash their hands. This leads to the spending of 1.7M with 99K deaths.
- hospitals are VERY LOUD- and the noise worsens patient AND staff outcomes. (louder than a jackhammer, shown by studies)
- introduction of Room Zoning: 1. Family Zone 2. Patient Zone 3. Health Care Provider Zone
other interesting feature: larger doors so patients can fit in and out of the rooms WITH at least one other person
- Effects of "Viewing Nature":
+ women stayed one full day less on average in the hospital + death rate was 70% higher in dull rooms + 21% lower drug costs for patients in brighter rooms + 22% fewer analgesics for patients in brighter rooms
- If the turnaround time is only one year for including all of these features in hospitals, why do people not add the features?
- How much would it cost to test for the most spreadable diseases within the hospital? Would this be a partial solution to fewer infections? Dr. Zimring mentioned how some countries test for disease, but others don't.
More ideas to come before next week....
Particularly Interesting Remarks:
- Most doctors are not employed by the hospital -> the hospital "allows" doctors on the staff.
- Hughes Spalding designers wished to make the new hospital "more like home" for the patient focus.
+ warm colors + lots of windows + natural light + hardwook floors -> fake linoleum! + music
- new beds employ self-propulsion
- staff lounges have more windows, which really helps with staff retention
- put supplies in the same locations at all 3 places
- wireless access EVERYWHERE. but is it free?
- "Computers on Wheels" (COWs) keep up with paperwork management for hospital staff. 1 for every 5 rooms.
Food for Thought:
- How can you design something so creative/innovative that someone will want to put their name on it?
- How do you make everyone jump on the bandwagon? This seems to be a prevalent problem with new innovations EVERYWHERE, not just health care.
I wrote down a few notes about "room messaging," which would explain everything you would want to know about what is going on with a certain procedure happening in that room, etc. However, I don't remember if that is actually being employed or if it is a new idea. I'll ask someone.