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2026年3月8日 星期日

心律不整會中風? Cardiac Arrhythmia Cause a Stroke?

作者: 蔡昇達

過年前的一天晚上 11:55,外院轉診的急性腦中風患者抵達,正在評估中風嚴重度時,床尾突然有個熟悉的聲音叫我,「蔡醫師」。原來眼前的這位正是我之前門診照顧多年的患者,每次皆是兒子帶著她,開車近兩個小時前來,往事也漸漸浮現。




照片一,第一次中風的腦部影像,白色楕圓的區域即為中風的地方 (箭頭所指)


六年前患者第一次腦中風,在左腦皮質處,檢查發現有三高(糖尿病、高血壓、高血脂),開始藥物治療,但影像的特徵和病人的症狀(時常心悸),提醒著我可能是心房顫動(一種心律不整)造成的中風,但做了三張一次性的心電圖,及 24 小時心電圖,皆未發現心律不整,故以三高造成的中風治療,給予抗血小板藥物(Aspirin or Clopidogrel)。兩年前又發生一次中風,一樣未發現心律不整,這次又中風,嚴重度很高,不過兒子及女兒有了兩次的經驗,非常警覺,兒子送媽媽上床睡覺時覺得媽媽怎麼突然不動、不講話了,立刻知道又中風了,馬上送到急診室,醫師也立即施打了血栓溶解劑,轉到我們醫院,症狀已大幅改善,外院急診的心電圖見心房顫動、本院剛做完的 24 小時心電圖(執行原因:時常心悸)也證實為心房顫動。


這六年來我向兒子解釋時,時常會提到心律不整,並不定時安排心臟的檢查,這次跟他說明,「中風的兇手終於現形了,是心房顫動,一種心律不整」,兒子聽完後非常狐疑的問我,「心律不整會中風?」讓我頗為驚訝,這六年來兒子親力親為照顧媽媽,各種檢查、治療皆問得非常詳細,對中風的知識已接近醫療人員水準,但這項我跟他講了數年的概念,卻仍然無法了解,讓我知道這件事的複雜性,也決定寫下這篇文章。


簡單的說,當心臟發生心房顫動時,心臟上面的「心房」不再正常收縮,而是像在抖動,沒有真正把血擠出去,結果造成血流變慢、變亂,因而容易形成血栓 (古文說,戶樞不蠹,流水不腐),而血栓跑出心臟,到達腦部血管,即造成栓塞性腦中風(embolic stroke)。而這種中風,所要吃的藥是不同的,抗血小板藥物(Aspirin, Clopidogrel, Cilostazol……等)是不足夠的,必須要升級至抗凝血藥物(Dabigatran, Rivaroxaban, Apixaban, Edoxaban, Warfarin……等),而前任美國總統拜登,即是長期服用抗凝血藥,避免心房顫動造成栓塞性腦中風。


病歷整理完、向兒子說明完整,差不多時間要入住加護病房了,陪著患者搭電梯的時候,問了她一句,「記得我是誰嗎?」這時阿姨突然很清楚的跟我說,「你出國進修兩年,回來了,歡迎回來過年!」聽完很感動,感謝阿姨把我記住,也再次體會到血栓溶解劑的威力,可以讓嚴重的症狀很快改善、恢復正常。實在是相當棒的見面禮。



照片二,此次中風的腦部影像,白色的區域即為中風的地方 (箭頭所指)


English translation, with the help of Chat GPT 5
Title: Cardiac Arrhythmia Cause a Stroke?
Author: Sheng-Ta Tsai

One evening just before the Lunar New Year, at 11:55 p.m., a patient with acute ischemic stroke arrived after being transferred from another hospital. While I was assessing the severity of the stroke (The National Institutes of Health Stroke Scale, NIHSS), a familiar voice suddenly called out from the foot of the bed: “Dr. Tsai.” I immediately recognized him—she was a patient whom I had followed in the outpatient clinic for many years. Each time she visited, her son drove nearly two hours to bring her to the hospital. As I saw her again that night, many memories came back to me.

Figure 1. Brain imaging from the patient’s first stroke. The white oval region indicates the infarcted area (arrowhead).

Six years earlier, the patient had her first stroke, involving the left cerebral cortex. Examination revealed three major vascular risk factors—diabetes mellitus, hypertension, and hyperlipidemia—and medical treatment was initiated accordingly. However, both the imaging characteristics and the patient’s symptoms (frequent palpitations) suggested the possibility of atrial fibrillation, a type of cardiac arrhythmia that can lead to stroke. We performed three standard electrocardiograms as well as a 24-hour Holter monitor, but none detected any arrhythmia. Therefore, the stroke was treated as one related to vascular risk factors, and antiplatelet therapy (such as aspirin or clopidogrel) was prescribed.

Two years ago, she suffered another stroke. Again, no arrhythmia was detected. This time, however, the stroke was more severe. Fortunately, her son and daughter had gained experience from the previous events and were extremely vigilant. When her son helped his mother into bed that evening, he noticed that she suddenly stopped moving and speaking. Realizing that she might be having another stroke, he immediately took her to the emergency department. The emergency physician promptly administered thrombolytic therapy, and she was transferred to our hospital. By the time she arrived, her symptoms had already improved substantially. An electrocardiogram performed in the referring hospital’s emergency department revealed atrial fibrillation, and the 24-hour Holter monitoring we had just completed at our hospital (ordered because of her frequent palpitations) also confirmed atrial fibrillation.

Over the past six years, whenever I explained her condition to her son, I frequently mentioned the possibility of arrhythmia and arranged cardiac evaluations periodically. This time I told him, “The culprit behind the stroke has finally appeared—it is atrial fibrillation, a type of arrhythmia.” The son looked puzzled and asked, “Arrhythmia can cause stroke?” I was quite surprised. For six years he had devoted himself to caring for his mother, asking detailed questions about every examination and treatment. His understanding of stroke was almost at the level of a healthcare professional. Yet this concept—one that I had explained to him repeatedly over the years—remained difficult to grasp. At that moment I realized how complex this issue can be, which prompted me to write this article.

In simple terms, when atrial fibrillation occurs, the upper chambers of the heart—the atria—no longer contract normally. Instead, they quiver ineffectively and fail to pump blood efficiently. As a result, blood flow becomes sluggish and disorganized, which promotes the formation of blood clots (as an old saying suggests, “a moving hinge does not rust, and flowing water does not stagnate”). If such a clot travels out of the heart and reaches the blood vessels of the brain, it can block the vessel and cause an embolic stroke. The medications required to prevent this type of stroke are different. Antiplatelet agents (such as aspirin, clopidogrel, or cilostazol) are not sufficient; treatment must be escalated to anticoagulant therapy (such as dabigatran, rivaroxaban, apixaban, edoxaban, or warfarin). For example, former U.S. President Joe Biden has reportedly taken long-term anticoagulant therapy to prevent embolic stroke associated with asymptomatic atrial fibrillation.

After completing the medical documentation and explaining the situation thoroughly to her son, it was time for the patient to be admitted to the intensive care unit. While accompanying her in the elevator, I asked gently, “Do you remember who I am?” The patient suddenly replied clearly, “You went abroad for two years of training, and now you’re back—welcome home for the New Year!” I was deeply touched. I felt grateful that she still remembered me, and it reminded me once again of the remarkable effectiveness of thrombolytic therapy, which can rapidly improve even severe neurological symptoms and restore normal function. It was truly a wonderful reunion gift.

Figure 2. Brain imaging from the most recent stroke. The white area indicates the infarcted region (arrowhead).

2026年1月10日 星期六

妙佑醫療國際供應鏈 Mayo Clinic Supply Chain

 
作者: 蔡昇達


感謝 Mayo Clinic 的老闆 Dr. Kendall Lee,教我不僅要會看病、做研究,還要了解商業、世界運作的方式,安排了這次供應鏈的參訪。


一進到倉儲中心,除了巨大的空間和堆很高的各式物品外,最讓我印象深刻的是高掛的標語,「以病人為中心 (The Needs of the Patient Come First)」,這個信條著實貫徹在 Mayo 的每個角落。






各種各樣的物品,服務明尼蘇達及威斯康辛州 22 間的醫院、35 間的診所、總共九百多個配送點,Mayo Clinic 在佛羅里達及亞歷桑那的據點,也各服務兩百多個配送點,因為採購量大(超過七萬份的合約),整個體系形成一個 Group Purchasing Organization (團體採購組織),與供應廠商議價的能力極強,每年為 Mayo Clinic 節省大筆支出,盈餘做品質改善或是投入醫療服務,因此被評為全美前三名的醫療供應鏈: Mayo Clinic, Cleveland Clinic, Intermountain Healthcare (在猶他州)。舉 2019 年開始的新冠肺炎疫情為例,幾年下來整個 Mayo Clinic 體系並沒有發生「防護裝備不足」的狀況,在全美實屬難得。



機器人會看路徑上有沒有人或是其他機器人,自行閃避、調整路線。


整個供應鏈的管理 (Supply Chain Management, SCM)應用了許多資料分析和人工智慧的技術 (與 Amazon 的物流系統接近),使用機器人之前,整個區域需安排 11 位工作人員,使用機器人後只需要在最重要的三個節點各安排一位,共三位工作人員,且使用後增進配送的效率為兩倍,另外,大幅減少了工作人員的職業傷害(如肌肉拉傷、扭傷等)。



每個機器人員工皆有名字,如上圖這個是參考星際大戰的天行者路克 (Luke Skywalker)。



機器人快沒電時會自己開回去上圖的充電區充電



這個妙佑醫療國際的物流中心,每週上班六天,每天皆是數十量大卡車進出,上面這張照片是「準備送出」的物品,一個區塊即是一輛車,大小車輛一天需送出至少 50 輛。



品管大螢幕,各個點代表不同的區域,如綠色的點表示那個區域物品配送流暢、效率高,管理者一眼即可知道哪邊出了狀況,需要前往關心。可以注意到,背後的標語也是醫院的核心精神:「The Needs of the Patient Come First」


原來在看病、開藥、手術的背後,有強大的後勤團隊在支援著,感恩為整個體系默默付出的人們!也感謝老闆的用心安排!


English version:
Author: Sheng-Ta Tsai

I am deeply grateful to my mentor at Mayo Clinic, Dr. Kendall Lee, for teaching me that being a good physician is not only about clinical care and research, but also about understanding business and how the world operates. He thoughtfully arranged this visit to Mayo Clinic’s supply chain operations.

Upon entering the inventory and distribution center, beyond the vast space and towering stacks of supplies, what impressed me most was the prominent slogan displayed overhead: “The Needs of the Patient Come First.” This core principle truly permeates every corner of Mayo Clinic.

A wide variety of supplies are managed here, serving 22 hospitals and 35 clinics across Minnesota and Wisconsin, with more than 900 delivery points in total. Mayo Clinic’s campuses in Florida and Arizona each support over 200 additional delivery locations.
Because of this massive purchasing volume, the system effectively functions as a Group Purchasing Organization (GPO), giving it strong bargaining power with suppliers. This results in substantial annual cost savings, which are reinvested into quality improvement initiatives and patient care services. As a result, Mayo Clinic is consistently ranked among the top three healthcare supply chains in the United States, alongside Cleveland Clinic and Intermountain Healthcare (based in Utah). Taking the COVID-19 pandemic that began in 2019 as an example, over the ensuing years the Mayo Clinic system did not experience shortages of personal protective equipment—a rare achievement across the United States.

Mayo Clinic’s Supply Chain Management (SCM) system incorporates extensive data analytics and artificial intelligence technologies—comparable in sophistication to Amazon’s logistics systems. In the video shown during the visit, robots autonomously transport supplies back and forth.
Before automation, this area required 11 staff members to operate. After implementation, only three staff members are needed—one at each of the three critical control points. This change has doubled delivery efficiency while also significantly reducing occupational injuries, such as muscle strains and sprains.

Each robotic “employee” even has a name. The robot shown in the photo above, for example, is named similar to Luke Skywalker from Star Wars.

This Mayo Clinic logistics center operates six days a week, with dozens of large trucks entering and leaving every day. The photo above shows items ready for shipment—each designated zone corresponds to a single truck. At least 50 trucks of various sizes are dispatched daily.

A large quality-control dashboard displays operational status across different zones. Each dot represents a specific area: green dots indicate smooth, efficient supply flow. At a glance, managers can immediately identify problem areas and intervene as needed.

It is only now that I truly appreciate that behind every clinic visit, prescription, and surgical procedure, there is a powerful logistics and support team working quietly in the background. I am deeply grateful to everyone who contributes to this system behind the scenes—and once again, thankful for my mentor’s thoughtful arrangement of this visit.