Haemodynamic changes following CEA
Ref. EJVES 2015
Final reflections on my beloved doctorate
- The medical tradition of checking performance has been in the form of audit-type method for ‘really’ long: get the notes; check your practice; compare to others; draw conclusions .. This has worked well in general; but has failed drastically in few occasions (Harold Shipman, Mid Staffordshorem, etc.)
- Industrial sector has revolutionised this approach over a decade ago: they moved into SPCs ..
- I am introducing an original methodology whereby one can apply SPCs effectively as a diagnostic tool in aortic surgery; and hence improve quality significantly and in time… I will show how to do this .. and will test it immediately and show the effectiveness of such a tool.
- I fall in love with Oxford .. since my 1st medical school year .. Oxford inspires me .. its art .. its colleges .. its busy scientific life .. and all the discussions running in there …
- Hence .. I connected to QRS team in Oxford extensively … to find out that they failed (recently and drastically at that time) in ‘knitting’ quality control methodologies (that we enjoyed talking and publishing about) into a proper tool …
- and I was lucky that I moved to Brighton … the lovely Brighton … the city that literally ‘knits’ everyone and everything together … and with an inspiring teacher at work, I proposed.. and they accepted my proposal …
- For example, will vascular surgeons be required eventually to publish their outcome for public scrutiny like their counterpart cardiothoracic surgeon? The answer came few years ago: YES
- What about all this variation in practices … how to control and improve such level of variation ..
- and what about the completeness and validity of NVD (now NVR)?
- what also will guarantee that we will not have another Harold Shipman or Mid Staffordshire drastic failing?
- We have to learn from recent inquiries … monitoring outcome is simply one of the major recommendations for the latest £13-million mid-staffordshire inquiry …
- We need to knit our service together while centralisation takes place .. failing to monitor outcome and act rapidly can result in another Bristol Inquiry …
- and we need to learn from better business in the field of quality control … the industrial sectors has identified this and tackle it while ago …
- and finally … we have limited resources .. and we can not offered losing any extra penny in a poorly organised poorly monitored service/surgeon who are not delivering a quality service that fits the purpose …
- the unpublished paper by Gary Collins .. SELECTING THE CONTROL LIMIT IN CUSUM MONITORING OF A PROPORTION USING FRACTIONAL POLYNOMIALS – Gary Collins et al ..
- Wald, 1945, on: Sequential Tests of Statistical Hypotheses.
- Mohammed 2001: Bristol, Shipman, and clinical governance: Shewhart’s forgotten lessons
- Yes and No …
- as a methodology (a rather thorough one) – I have not found any similar work/ideas in literature whatsoever …
- but as using CUSUM for monitoring … few are there … Chen: on EMS system ..
- In the 1920s, Walter A Shewhart, an American physicist, engineer and statistician, was charged with improving the quality of telephone production in Bell Laboratories. He introduced and applied statistical process control methodology.
- In 1945, Abraham Wald from the Statistical Research Group in the US army was given permission to publish his paper on sequential probability ratio testing, following two years of restriction that was applied by the US National defense Research Committee on his work (Wald, 1945). Wald’s technique was considered a national security issue during the wartime due to the fact that SPRT was considered of special significance in allowing for substantial savings in the expected number of observations required.
- Bristol Heart Scandal – Set up in 1998 to investigate the deaths of 29 babies undergoing heart surgery at the Bristol Royal infirmary in the late 1980s and early 1990s, the vast 529-page report effectively provided a blueprint for wider reform of the NHS.
- Harold Shipman – On 31 January 2000, a jury found Shipman guilty of 15 murders. He was sentenced to life imprisonment and the judge recommended that he never be released. After his trial, The Shipman Inquiry, chaired by Dame Janet Smith, began on 1 September 2000. Lasting almost two years, it was an investigation into all deaths certified by Shipman. About 80% of his victims were women. His youngest victim was a 41-year-old man.[3] Much of Britain’s legal structure concerning health care and medicine was reviewed and modified as a direct and indirect result of Shipman’s crimes.
- CUSUM is a good tool to consider for application in clinical databases (the CUSUM bubble era). But, it doesn’t fit into any statistical model we use in clinical medicine (kay square, t-test, correlation, etc.) .. there is no clear p values!!
- if we can apply CUSUM on large database; how can we test its accuracy?
- what can be a gold standard to measure CUSUM against?
- What does industrial sector use?
- How can we acquire NVD and use it?
Putting in writing a real-time online system analysis!
16. Why did you use this research methodology? What did you gain from it?
18. What would you have gained by using another approach?
19. How did you deal with the ethical implications of your work?
No challenges. Ethical approval (generic) is already agreed at VSGBI on a third party requesting access to anonymised NVD.
20. How has your view of your research topic changed?
21. How have you evaluated your work?
23. What are the strongest/weakest parts of your work?
24. What would have improved your work?
25. To what extent do your contributions generalise?
26. Who will be most interested in your work?
27. What is the relevance of your work to other researchers?
28. What is the relevance of your work to practitioners?
29. Which aspects of your work do you intend to publish – and where?
30. Summarise your key findings.
31. Which of these findings are the most interesting to you? Why?
32. How do your findings relate to literature in your field?
33. What are the contributions to knowledge of your thesis?
34. How long-term are these contributions?
35. What are the main achievements of your research?
36. What have you learned from the process of doing your PhD?
37. What advice would you give to a research student entering this area?
38. You propose future research. How would you start this?
39. What would be the difficulties?
40. And, finally… What have you done that merits a PhD?
Experience of peripheral lesion treatment in developing world
I’m not sure we can call India a developing world; the definition is controversial here. Nevertheless, in a country where private practice is most common, this is how people are perceiving new technologies … Very interesting reflection …
Is it useful to insert a PCA in patient with abdominal pain in emergency setting
the Pain SoluTions In the Emergency Setting (PASTIES) RCT showed a significant patient satisfaction.
What to do for anaemic patient prepared for fempop bypass in few days?
A META-ANALYSIS (BJS 2015) showed the following: (DOI: 10.1002/bjs.9861)
- Anaemia was associated with increased mortality (OR 2·90, 2·30 to 3·68; I2 = 97 per cent; P < 0·001), acute kidney injury (OR 3·75, 2·95 to 4·76; I2 = 60 per cent; P < 0·001) and infection (OR 1·93, 1·17 to 3·18; I2 = 99 per cent; P = 0·01).
- Among cardiac surgical patients, anaemia was associated with stroke (OR 1·28, 1·06 to 1·55; I2 = 0 per cent; P = 0·009) but not myocardial infarction (OR 1·11, 0·68 to 1·82; I2 = 13 per cent; P = 0·67).
- Anaemia was associated with an increased incidence of red cell transfusion (OR 5·04, 4·12 to 6·17; I2 = 96 per cent; P < 0·001). Similar findings were observed in the cardiac and non-cardiac subgroups.
THEREFORE, the following recommendations applies to anaemic patients undergoing an operation: (DOI: 10.1002/bjs.9898)
- Both anaemia and blood transfusion are independently associated with adverse outcomes.
- Functional iron deficiency (iron restriction due to increased levels of hepcidin) is the most common cause of preoperative anaemia, and should be treated with intravenous iron.
- Intraoperative blood loss can be reduced with antifibrinolytic drugs such as tranexamic acid, and cell salvage should be used.
- A restrictive transfusion practice should be the standard of care after surgery.
Femoral aneurysm – to treat or not to treat
The current management of isolated degenerative femoral artery aneurysms is too aggressive for their natural history.
http://www.ncbi.nlm.nih.gov/pubmed/24461859
This series is large enough to provide an excellent natural history analysis of the femoral artery aneurysm.
Abstract
BACKGROUND:
METHODS:
RESULTS:
CONCLUSIONS:
Copyright © 2014. Published by Mosby, Inc.
Direct oral anticoagulants (DOA) – compares favourably to warfarin
Ref. circulation 2015
Efficacy and Harms of Direct Oral Anticoagulants in the Elderly for Stroke Prevention in Atrial Fibrillation and Secondary Prevention of Venous Thromboembolism: Systematic Review and Meta-Analysis.
Abstract
BACKGROUND: Evidence regarding the use of direct oral anticoagulants (DOACs) in the elderly, particularly bleeding risks, is unclear despite the presence of greater comorbidities, polypharmacy, and altered pharmacokinetics in this age group.
METHODS AND RESULTS: We performed a systematic review and meta-analysis of randomized trials of DOACs (dabigatran, apixaban, rivaroxaban, and edoxaban) for efficacy and bleeding outcomes in comparison with vitamin K antagonists (VKA) in elderly participants (aged ≥75 years) treated for acute venous thromboembolism or stroke prevention in atrial fibrillation. Nineteen studies were eligible for inclusion, but only 11 reported data specifically for elderly participants. The efficacy in managing thrombotic risks for each DOAC was similar or superior to VKA in elderly patients. A nonsignificantly higher risk of major bleeding than with VKA was observed with dabigatran 150 mg (odds ratio, 1.18; 95% confidence interval, 0.97-1.44) but not with the 110-mg dose. Significantly higher gastrointestinal bleeding risks with dabigatran 150 mg (1.78, 1.35-2.35) and dabigatran 110 mg (1.40, 1.04-1.90) and lower intracranial bleeding risks than VKA for dabigatran 150 mg (0.43, 0.26-0.72) and dabigatran 110 mg (0.36, 0.22-0.61) were also observed. A significantly lower major bleeding risk in comparison with VKA was observed for apixaban (0.63, 0.51-0.77), edoxaban 60 mg (0.81, 0.67-0.98), and 30 mg (0.46, 0.38-0.57), whereas rivaroxaban showed similar risks.
CONCLUSIONS: DOACs demonstrated at least equal efficacy to VKA in managing thrombotic risks in the elderly, but bleeding patterns were distinct. In particular, dabigatran was associated with a higher risk of gastrointestinal bleeding than VKA. Insufficient published data for apixaban, edoxaban, and rivaroxaban indicate that further work is needed to clarify the bleeding risks of these DOACs in the elderly.
SYSTEMATIC REVIEW REGISTRATION: http://www.crd.york.ac.uk/PROSPERO. Unique identifier: PROSPERO CRD42014007171/.
© 2015 American Heart Association, Inc.
Should you ‘mark’ your AAA patient as ‘FAMILIAL’
ACTION PLAN –
Dealing with complex systems – NHS as an example
- To deal with complexity, to enhance the nervous system, we have created what we call the smart simplicity approach based on simple rules.
- Simple rule number one: Understand what others do. What is their real work? We need to go beyond the boxes, the job descriptions, beyond the surface of the container, to understand the real content. Me, designer, if I put a wire here, I know that it will mean that we will have to remove the engine to access the lights.
- Second, you need to reenforce integrators.Integrators are not middle offices, they are managers, existing managers that you reinforce so that they have power and interest to make others cooperate. How can you reinforce your managers as integrators?By removing layers. When there are too many layers people are too far from the action, therefore they need KPIs, metrics, they need poor proxies for reality. They don’t understand reality and they add the complicatedness of metrics, KPIs. By removing rules — the bigger we are, the more we need integrators,therefore the less rules we must have, to give discretionary power to managers. And we do the opposite — the bigger we are, the more rules we create. And we end up with the Encyclopedia Britannica of rules.You need to increase the quanitity of power so that you can empower everybody to use their judgment, their intelligence. You must give more cards to people so that they have the critical mass of cards to take the risk to cooperate, to move out of insulation. Otherwise, they will withdraw. They will disengage. These rules, they come from game theory and organizational sociology. You can increase the shadow of the future. Create feedback loops that expose people to the consequences of their actions. This is what the automotive company did when they saw that Mr. Repairability had no impact. They said to the design engineers: Now, in three years, when the new car is launched on the market, you will move to the after sales network, and become in charge of the warranty budget, and if the warranty budget explodes, it will explode in your face. (Laughter) Much more powerful than 0.8 percent variable compensation.
- You need also to increase reciprocity, by removing the buffers that make us self-sufficient. When you remove these buffers, you hold me by the nose, I hold you by the ear. We will cooperate. Remove the second TV. There are many second TVs at work that don’t create value, they just provide dysfunctional self-sufficiency.
- You need to reward those who cooperate and blame those who don’t cooperate. The CEO of The Lego Group, Jorgen Vig Knudstorp, has a great way to use it. He says, blame is not for failure, it is for failing to help or ask for help. It changes everything. Suddenly it becomes in my interest to be transparent on my real weaknesses, my real forecast, because I know I will not be blamed if I fail, but if I fail to help or ask for help. When you do this, it has a lot of implications on organizational design. You stop drawing boxes, dotted lines, full lines; you look at their interplay. It has a lot of implications on financial policies that we use. On human resource management practices. When you do that, you can manage complexity, the new complexity of business, without getting complicated. You create more value with lower cost. You simultaneously improve performance and satisfaction at work because you have removed the common root cause that hinders both. Complicatedness: This is your battle, business leaders. The real battle is not against competitors. This is rubbish, very abstract. When do we meet competitors to fight them? The real battle is against ourselves, against our bureaucracy, our complicatedness. Only you can fight, can do it.Thank you. (Applause)