Nonalcoholic fatty liver disease(NAFLD)accounts for most cases of chronic liver disease worldwide,with an estimated global prevalence of approximately 25%and ranges from simple steatosis to nonalcoholic steatohepatiti...Nonalcoholic fatty liver disease(NAFLD)accounts for most cases of chronic liver disease worldwide,with an estimated global prevalence of approximately 25%and ranges from simple steatosis to nonalcoholic steatohepatitis and cirrhosis.NAFLD is strongly connected to metabolic syndrome,and for many years,fatty liver was considered to be an exclusive feature of obese patients.However,recent studies have highlighted the presence of NAFLD in non-obese subjects,with or without increased visceral fat or even in lean subjects without increased waist circumference.“Lean NAFLD”is a relatively new concept and there is significant scientific interest in understanding the differences in pathophysiology,prognosis and management compared with NAFLD in overweight/obese patients.In the present editorial,we discuss the clinical and metabolic profiles and outcomes of lean NAFLD compared with both obese NAFLD and lean healthy individuals from Asian and Western countries.Moreover,we shed light to the challenging topic of management of NAFLD in lean subjects since there are no specific guidelines for this population.Finally,we discuss open questions and issues to be addressed in the future in order to categorize NAFLD patients into lean and nonlean cohorts.展开更多
BACKGROUND A new nomenclature consensus has emerged for liver diseases that were previously known as non-alcoholic fatty liver disease(NAFLD)and metabolic dysfunction-associated fatty liver disease(MAFLD).They are now...BACKGROUND A new nomenclature consensus has emerged for liver diseases that were previously known as non-alcoholic fatty liver disease(NAFLD)and metabolic dysfunction-associated fatty liver disease(MAFLD).They are now defined as metabolic dysfunction-associated steatotic liver disease(MASLD),which includes cardiometabolic criteria in adults.This condition,extensively studied in obese or overweight patients,constitutes around 30%of the population,with a steady increase worldwide.Lean patients account for approximately 10%-15%of the MASLD population.However,the pathogenesis is complex and is not well understood.AIM To systematically review the literature on the diagnosis,pathogenesis,characteristics,and prognosis in lean MASLD patients and provide an interpretation of these new criteria.METHODS We conducted a comprehensive database search on PubMed and Google Scholar between January 2012 and September 2023,specifically focusing on lean NAFLD,MAFLD,or MASLD patients.We include original articles with patients aged 18 years or older,with a lean body mass index categorized according to the World Health Organization criteria,using a cutoff of 25 kg/m2 for the general population and 23 kg/m2 for the Asian population.RESULTS We include 85 studies in our analysis.Our findings revealed that,for lean NAFLD patients,the prevalence rate varied widely,ranging from 3.8%to 34.1%.The precise pathogenesis mechanism remained elusive,with associations found in genetic variants,epigenetic modifications,and adaptative metabolic response.Common risk factors included metabolic syndrome,hypertension,and type 2 diabetes mellitus,but their prevalence varied based on the comparison group involving lean patients.Regarding non-invasive tools,Fibrosis-4 index outperformed the NAFLD fibrosis score in lean patients.Lifestyle modifications aided in reducing hepatic steatosis and improving cardiometabolic profiles,with some medications showing efficacy to a lesser extent.However,lean NAFLD patients exhibited a worse prognosis compared to the obese or overweight counterpart.CONCLUSION MASLD is a complex disease comprising epigenetic,genetic,and metabolic factors in its pathogenesis.Results vary across populations,gender,and age.Limited data exists on clinical practice guidelines for lean patients.Future studies employing this new nomenclature can contribute to standardizing and generalizing results among lean patients with steatotic liver disease.展开更多
OBJECTIVE: The ambulatory clinic was an important departmental problem. Providers hated working there and patients complained about the wait times there. It seemed there were equal numbers of patients and provider com...OBJECTIVE: The ambulatory clinic was an important departmental problem. Providers hated working there and patients complained about the wait times there. It seemed there were equal numbers of patients and provider complaints. In the spirit of solving the problem, data was gathered, a LEAN intervention was planned, and data was collected. METHODS: We defined the service families in the clinic as registration, vital signs, provider or ultrasound visit, nursing visit, and registration for the return visit. We walked the Gemba engaging all the staff in the process. Many observations pointed to long waits between and among the five stations. In order to study the current state, time data was collected by attaching a sheet of paper to a folder that the patient would carry themselves to all the clinical steps. On the sheet of paper each station logged the time that patient appeared and the time the patient left their sight. Data was gathered each day and every day from October 2016 to the summer of 2017. The data was analyzed. Leadership met and identified value and waste in the process. A Kaizen event was scheduled after the first set of measurements engaging all the staff. After the data was thoroughly analyzed and digested, brainstorming occurred. Together we determined our future state. We created a vision and strategic goals to reach our future state. RESULTS: The data pre-Kaizen event showed that the process of arrival to leaving took 124 minutes. We discovered that not every patient passed through each station. We learned the patients were on time or early for their visit most of the time. The providers were late most of the time by 1 - 1.5 hours. We learned how long each station took from the patient’s point of view. There were no statistically significant differences between ultrasound and provider visits;there were no statistically significant differences between midwife and physician visits. Each day of the week was similar. The arrival rate was higher in the morning because of the template. After the event, the total time in clinic did not change however the variability in time between and among each station decreased in variance. We informed the staff of these findings so that they could take responsibility for their part in the process. The atmosphere in clinic changed dramatically and the complaints from both providers and patients stopped. CONCLUSION: LEAN management was used to improve the clinic. It yielded important results, got the staff engaged in the process, and provided a way for the patients to see the efforts made by staff to improve.展开更多
目的研究集中管理模式下精益六西格玛(lean six sigma,LSS)管理法在优化生命支持类医疗设备维修管理流程方面的应用价值。方法以输液泵和注射泵为例,运用LSS管理方法中的界定、测量、分析、改进和控制5个阶段流程对生命支持类医疗设备...目的研究集中管理模式下精益六西格玛(lean six sigma,LSS)管理法在优化生命支持类医疗设备维修管理流程方面的应用价值。方法以输液泵和注射泵为例,运用LSS管理方法中的界定、测量、分析、改进和控制5个阶段流程对生命支持类医疗设备维修管理难点进行分析,采用组织系统模型流程管理及鱼骨图等方法,分析影响设备维修管理的关键环节,提出在集中管理模式中简化维修审批流程、建立集中管理设备维修和质量控制运行机制、规范设备消毒和检测制度等改进方案,对LSS管理方法实施前后输液泵和注射泵实际维修周期和维修费用进行比较。结果LSS管理方法实施后,输液泵和注射泵设备实际维修时长分别缩短至(6.75±1.81)d和(5.89±1.25)d,维修周期分别缩短26.87%和20.19%,差异有统计学意义(P<0.05);输液泵和注射泵每月单次维修费用分别降低至232.10[32.50,291.00]元和164.40[32.80,183.40]元,差异有统计学意义(P<0.05);月均维修费用分别降低至1217.00元和1426.75元,分别降低了16.54%和28.20%,达到了LSS管理方法的工作目标。结论本研究提出的LSS管理方法可以有效分析医疗设备维修管理中的难点,从而在集中管理模式下针对性优化管理流程,可有效提升设备维修效率,降低维修成本。展开更多
目的为了解决公立医院固定资产管理中存在的“管不清、管不好、用不好,重采买,轻管理”等主要问题,对公立医院固定资产管理进行探索。方法以约束理论(theory of constraints,TOC)为核心指导思想,结合现状分析,借助问卷调查、实地调研等...目的为了解决公立医院固定资产管理中存在的“管不清、管不好、用不好,重采买,轻管理”等主要问题,对公立医院固定资产管理进行探索。方法以约束理论(theory of constraints,TOC)为核心指导思想,结合现状分析,借助问卷调查、实地调研等方式寻找公立医院固定资产管理问题的关键影响因素。结果以问题为导向,重点从完善制度流程、系统有效使用、管理队伍建设、健全绩效考核及创新工作机制“五个关键环节”入手,构建了公立医院固定资产精益管理体系,固定资产日常规范高效管理、制度体系不断健全、管理队伍初步建成、动态管理基本实现。结论医院探索固定资产全生命周期管理,可有效提高公立医院固定资产精细化管理水平,确保国有资产的安全完整和有效使用。展开更多
文摘Nonalcoholic fatty liver disease(NAFLD)accounts for most cases of chronic liver disease worldwide,with an estimated global prevalence of approximately 25%and ranges from simple steatosis to nonalcoholic steatohepatitis and cirrhosis.NAFLD is strongly connected to metabolic syndrome,and for many years,fatty liver was considered to be an exclusive feature of obese patients.However,recent studies have highlighted the presence of NAFLD in non-obese subjects,with or without increased visceral fat or even in lean subjects without increased waist circumference.“Lean NAFLD”is a relatively new concept and there is significant scientific interest in understanding the differences in pathophysiology,prognosis and management compared with NAFLD in overweight/obese patients.In the present editorial,we discuss the clinical and metabolic profiles and outcomes of lean NAFLD compared with both obese NAFLD and lean healthy individuals from Asian and Western countries.Moreover,we shed light to the challenging topic of management of NAFLD in lean subjects since there are no specific guidelines for this population.Finally,we discuss open questions and issues to be addressed in the future in order to categorize NAFLD patients into lean and nonlean cohorts.
文摘BACKGROUND A new nomenclature consensus has emerged for liver diseases that were previously known as non-alcoholic fatty liver disease(NAFLD)and metabolic dysfunction-associated fatty liver disease(MAFLD).They are now defined as metabolic dysfunction-associated steatotic liver disease(MASLD),which includes cardiometabolic criteria in adults.This condition,extensively studied in obese or overweight patients,constitutes around 30%of the population,with a steady increase worldwide.Lean patients account for approximately 10%-15%of the MASLD population.However,the pathogenesis is complex and is not well understood.AIM To systematically review the literature on the diagnosis,pathogenesis,characteristics,and prognosis in lean MASLD patients and provide an interpretation of these new criteria.METHODS We conducted a comprehensive database search on PubMed and Google Scholar between January 2012 and September 2023,specifically focusing on lean NAFLD,MAFLD,or MASLD patients.We include original articles with patients aged 18 years or older,with a lean body mass index categorized according to the World Health Organization criteria,using a cutoff of 25 kg/m2 for the general population and 23 kg/m2 for the Asian population.RESULTS We include 85 studies in our analysis.Our findings revealed that,for lean NAFLD patients,the prevalence rate varied widely,ranging from 3.8%to 34.1%.The precise pathogenesis mechanism remained elusive,with associations found in genetic variants,epigenetic modifications,and adaptative metabolic response.Common risk factors included metabolic syndrome,hypertension,and type 2 diabetes mellitus,but their prevalence varied based on the comparison group involving lean patients.Regarding non-invasive tools,Fibrosis-4 index outperformed the NAFLD fibrosis score in lean patients.Lifestyle modifications aided in reducing hepatic steatosis and improving cardiometabolic profiles,with some medications showing efficacy to a lesser extent.However,lean NAFLD patients exhibited a worse prognosis compared to the obese or overweight counterpart.CONCLUSION MASLD is a complex disease comprising epigenetic,genetic,and metabolic factors in its pathogenesis.Results vary across populations,gender,and age.Limited data exists on clinical practice guidelines for lean patients.Future studies employing this new nomenclature can contribute to standardizing and generalizing results among lean patients with steatotic liver disease.
文摘OBJECTIVE: The ambulatory clinic was an important departmental problem. Providers hated working there and patients complained about the wait times there. It seemed there were equal numbers of patients and provider complaints. In the spirit of solving the problem, data was gathered, a LEAN intervention was planned, and data was collected. METHODS: We defined the service families in the clinic as registration, vital signs, provider or ultrasound visit, nursing visit, and registration for the return visit. We walked the Gemba engaging all the staff in the process. Many observations pointed to long waits between and among the five stations. In order to study the current state, time data was collected by attaching a sheet of paper to a folder that the patient would carry themselves to all the clinical steps. On the sheet of paper each station logged the time that patient appeared and the time the patient left their sight. Data was gathered each day and every day from October 2016 to the summer of 2017. The data was analyzed. Leadership met and identified value and waste in the process. A Kaizen event was scheduled after the first set of measurements engaging all the staff. After the data was thoroughly analyzed and digested, brainstorming occurred. Together we determined our future state. We created a vision and strategic goals to reach our future state. RESULTS: The data pre-Kaizen event showed that the process of arrival to leaving took 124 minutes. We discovered that not every patient passed through each station. We learned the patients were on time or early for their visit most of the time. The providers were late most of the time by 1 - 1.5 hours. We learned how long each station took from the patient’s point of view. There were no statistically significant differences between ultrasound and provider visits;there were no statistically significant differences between midwife and physician visits. Each day of the week was similar. The arrival rate was higher in the morning because of the template. After the event, the total time in clinic did not change however the variability in time between and among each station decreased in variance. We informed the staff of these findings so that they could take responsibility for their part in the process. The atmosphere in clinic changed dramatically and the complaints from both providers and patients stopped. CONCLUSION: LEAN management was used to improve the clinic. It yielded important results, got the staff engaged in the process, and provided a way for the patients to see the efforts made by staff to improve.
文摘目的研究集中管理模式下精益六西格玛(lean six sigma,LSS)管理法在优化生命支持类医疗设备维修管理流程方面的应用价值。方法以输液泵和注射泵为例,运用LSS管理方法中的界定、测量、分析、改进和控制5个阶段流程对生命支持类医疗设备维修管理难点进行分析,采用组织系统模型流程管理及鱼骨图等方法,分析影响设备维修管理的关键环节,提出在集中管理模式中简化维修审批流程、建立集中管理设备维修和质量控制运行机制、规范设备消毒和检测制度等改进方案,对LSS管理方法实施前后输液泵和注射泵实际维修周期和维修费用进行比较。结果LSS管理方法实施后,输液泵和注射泵设备实际维修时长分别缩短至(6.75±1.81)d和(5.89±1.25)d,维修周期分别缩短26.87%和20.19%,差异有统计学意义(P<0.05);输液泵和注射泵每月单次维修费用分别降低至232.10[32.50,291.00]元和164.40[32.80,183.40]元,差异有统计学意义(P<0.05);月均维修费用分别降低至1217.00元和1426.75元,分别降低了16.54%和28.20%,达到了LSS管理方法的工作目标。结论本研究提出的LSS管理方法可以有效分析医疗设备维修管理中的难点,从而在集中管理模式下针对性优化管理流程,可有效提升设备维修效率,降低维修成本。
文摘目的为了解决公立医院固定资产管理中存在的“管不清、管不好、用不好,重采买,轻管理”等主要问题,对公立医院固定资产管理进行探索。方法以约束理论(theory of constraints,TOC)为核心指导思想,结合现状分析,借助问卷调查、实地调研等方式寻找公立医院固定资产管理问题的关键影响因素。结果以问题为导向,重点从完善制度流程、系统有效使用、管理队伍建设、健全绩效考核及创新工作机制“五个关键环节”入手,构建了公立医院固定资产精益管理体系,固定资产日常规范高效管理、制度体系不断健全、管理队伍初步建成、动态管理基本实现。结论医院探索固定资产全生命周期管理,可有效提高公立医院固定资产精细化管理水平,确保国有资产的安全完整和有效使用。
