… "Process optimisation" and four other tips transmits Kathrin Jungwirth on http://www.inloox.de to hospitals and other health companies. However, one could also mean, that beside process optimisation! also resource planning, budgeting, communication, Stakeholder management, and, actually, also project management, component of Lean and Six Sigma are. However, the high-class aspect and the question after the expenses of bad quality is central. Who can afford them already?
Allowedly: Responsible decision-makers in the health service do not have it easily. Your assignment is possibly in hospitals to provide always for the optimum control of all processes. Besides, it is a matter, primarily of guaranteeing a medical whole care and of guaranteeing a qualitatively high-quality, humanely turned care. The third – less determining – aspect is not the economic and organizational efficiency which must allow these high medical-nursing performances.
In view of rising cost pressure and increasing staff shortage in the health service (See moreover, e.g.: Nevertheless, Andreas of great, wiwo.de, 21st of September, 2016) the stability of this force triangle can easily get in danger. Long waiting periods and shifted treatments are the first symptoms which point to serious disturbances in the clinic process. What happens if yet liquidity problems come, one wants to paint himself not really? Also do not have to go mman – nevertheless, many hospitals have had in spite of light improvement in 2015 considerable economic problems.
However, so far it must not come when at responsible level on time measures are taken which lead to staff discharge and increased efficiencies. What can be for measures, is obvious in a time in everywhere from digitization it is spoken, actually. Unfortunately, often internal resistances exist against available technologies which if they are not taken seriously to dangerous delays in the decision-making process and conversion process lead.
Now, but which technologies are under discussion then generally? Headwords like digital patient's file or the glass patient wander like a ghost regularly by the press. Behind these concepts is hidden one or other possibility to hold patient's dates more entire, to structure big date amounts better and to leave the paper age at last also. With pleasure these concepts serve the publishing trade also as the bugbear (glass patient) which must hold out for one or other headline
A technology area which is called rather rare is the wide field of the process optimisation and digital process control up to the visualisation of complicated planning expiries. This is whole wrongfully the case, because – while one are still occupied with position papers and Powerpoint eyelid – famous companies have already shown that with respectable and proven solutions to the control of complicated workflows also in the hospital significant increased efficiencies are achieved what, for the rest, also soonest with the wishes of patients in harmony to bring (see BearingPoint study „digitization trends in Hospital“) and with it certainly also in ethical regard the right way is. Primarily, these technologies find application in the area of upscale capital goods for OP, diagnostics (CT. MRT), therapy (LINAC) and Reha. But also in the areas, bottleneck management, endoscopy, perioperative process optimisation and V. m. if application fields are found. The digital control of a complete hospital logistics may still sound like dreams of the future, however, is with these means, nevertheless, only one – logical – step entfert.
Some time ago one could read (and on-line one is able to do it of course still) that Sasha Lobo talks only to 20% of nonsense. Now if I consider in such a way how much hahnebüchenen nonsense one has already heard of many high-powered people, I find: however, this is a little. The heading above this contribution comes from an article from in Fricke in the doctors Zeitung from the 21.11.2016 and is a Lobo quotation.
Now if one bends a whole hospital to want to digitize a whole group or immediately the whole health system without knowing surely wie/was/wo/wann, then one gets directly in a state of acute Enscheidungsnot. And the provoking statement has also her authorisation, because innovations and innovations follow in shorter and shorter distances each other. With at the same time rapidly increasing date amount and in spite of increasing processing speed (is meant computer power), unfortunately, arises here that forecasts are worse and worse possible and the lead time which is necessary to penetrate deeply enough the complicated connections in the digitization process, bigger and bigger becomes. Hence, it is advisable, itself with small projects with the help of own company requirements bit by bit in the process of the digitization hineinzuleben.
How would it be possibly with a clean process analysis and process optimisation with concurrent conversion into a digital workflow management and visualisation of dates and workflows, e.g., in an area like Radiologie, CT. or MRT? In a clear area of a hospital which can show often enough a bottleneck. Besides, available systems integirert can already become and available dates be brought together.
This is no nonsense, but helps at such a place to increase the efficiency, to minimise waiting periods of the patients and to relieve the involved medical and nursing staff. Such a project serves the patient's welfare and serves at the same time to release resources for other development steps with the possibility, to keep the oar even in the hand. Then with it we would be again with the Arno Frick's article whose argumentation sways between the key position of the Ärzteschaft and doubts about her reform ability. Also here the activity of own company expiries, optimisation is recommended as means of the choice for concurrent transportation in a system to her digital control and visualisation. „The date streams can become the doctors geroutet, or along them“ quotes Fricke. Suggest that they better become from doctors geroutet.