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BUSINESS PROCESS IMPROVEMENT PROPOSAL FOR MEDICAL CENTER ‘X’

BUSINESS PROCESS IMPROVEMENT PROPOSAL FOR MEDICAL CENTER ‘X’. CONVERTING INPATIENT SURGICAL MEDICAL RECORDS: From Patient Admissions To Patient Discharge & Prescription Keith Wymetalek Seattle University, ECIS 560. US Healthcare Background:. US Healthcare in 2001 = $1.4 Trillion (14% GDP)

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BUSINESS PROCESS IMPROVEMENT PROPOSAL FOR MEDICAL CENTER ‘X’

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  1. BUSINESS PROCESS IMPROVEMENT PROPOSAL FOR MEDICAL CENTER ‘X’ CONVERTING INPATIENT SURGICAL MEDICAL RECORDS: From Patient Admissions To Patient Discharge & Prescription Keith Wymetalek Seattle University, ECIS 560

  2. US Healthcare Background: • US Healthcare in 2001 = $1.4 Trillion (14% GDP) • US Hospitals: Perfect example of ‘Job Shop’ • Bottlenecks, inefficient processes/workflow, poor information • Estimated 44,000 to 98,000 people die each year due to medical mistakes (surgical errors, wrong medication, incorrect patient data, etc.) • Medical Malpractice Insurance skyrocketing (putting some hospitals and doctors out of business) • HIPPA - Strict security rules on patient data • Health Insurance Portability & Accountability Act • California Law: Requires hospitals to use implement order-entry systems by 2005

  3. “As Is” Business Process

  4. BPI Solution: EMR and CPOE • Information is critical, especially in medicine: • Electronic Medical Records (EMR) • Computerized Physician Order Entry (CPOE) • Benefits: Real-time Information • Timely access to patient history, lab test, radiology, drug interaction warnings, etc. • Net Results from Technology: • Greater efficiency: Improved workflow and information access • Shorter patient stays: Better, faster care for patients, greater capacity and revenue for hospitals • Decreased costs: Decreasing paper files (reduced storage and staff)and fewer medical errors (lower malpractice insurance) • HIPAA Compliance

  5. “As Proposed” Business Process

  6. Potential Barriers to Success • Physicians • Changing the way Physicians practice medicine (Physicians killed $20M CPOE system at Cedars-Sinai Medical Center) • Resistance to process improvements and workflow changes • Data Security concerns • HIPAA and Sarbanes-Oxley Acts • Expensive to implement • Maimonides Medical Center (Brooklyn, NY) spent $44 million (over 7 years) to implement system • Net Gain: $50 million in increased revenue (32,000 additional patients) and reduced costs

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