the waiting rooms scattered throughout. These intel- ligence assistants will be pervasive and yet mostly invisible — they will operate behind the scenes on the application pages used by schedulers to make appointments and will use AI and machine learn- ing to gently and persistently guide schedulers into making better decisions in a timely manner. These assistants will also be prescient -- they will antici- pate delays and cancelations and will automatically reroute patients and providers and issue quiet, unobtrusive push notifi cations to the affected par- ties while giving them an opportunity to override. Patient ow will resemble a crowded freeway of autonomous vehicles with fully networked commu- nications moving quickly and confi dently, adapting as needed without colliding into each other. These are ust a few examples of predictive and prescriptive analytics’ and not ust descriptive’ and diagnostic’ analytics that are about see a number, show a number.’ Data science done right can sig- nifi cantly enhance outcomes, increase utilization and access all while transforming the patient experience. Kevin Lewis, Consulting Director,
Supply Chain Services, Vizient Inc. : Robotic process automation (RPA), also known as “bots,” can help reduce the time staff spend on highly manual and redundant tasks such as compiling data for schedul- ing and work ow. RPA can do anything a person can do on a computer, such as pulling data from dif- ferent systems into a dashboard or report, offering real-time performance improvement reporting and constant monitoring for opportunities to improve effi ciency.
Where RPA acts like a virtual person, clicking and compiling data as a human would do, artifi cial intel- ligence software uses techniques such as machine learning and pattern recognition to help supple- ment human reasoning on identifying the best or most appropriate work ow, as well as conduct root cause analysis on performance failures and process ineffi ciencies. RPA and AI can be used to provide more actionable analytics, such as descriptive (i.e., What’s happening now’), predictive (i.e., What’s the forecast’), and prescriptive (i.e.., What should we do’) analytics.
In addition, AI helps to weave in emergency procedures more effi ciently into an organization’s schedule. Charge nurses do a great job, but AI can provide additional decision-making support, including historical acuity level data that provides more insight into pre-operative and intra-operative requirements for the case, and relies less on the charge nurse’s experience’ and best guesstimate.’ When considering scheduling systems, ease
of use for staff as well as reducing workload is key to improving staff satisfaction and retention. Organizations should be looking at systems that will make staffs’ lives easier. HPN
PRODUCT & SERVICE LINE REPORTS Nominate your team
for HPN’s Supply Chain Departmet of the year.
Provide us with details of achievements and accomplishments in the following 6 areas:
Teamwork – How well department staff members communicate, cooperate and work
together to make the department collectively greater than the sum of its multiple functions.
Innovation – How the department approaches day-to-day operations for internal customers that highlights and reinforces its importance to the organization, including the use of information technology and performance improvement management processes to improve effi ciency and productivity.
Customer service – How the department manages product evaluations, contracting, purchasing, distribution, inventory management, consulting and facilitation for internal customers, including the operating room, nursing fl oors, and others, such as
laboratory, radiology, clinical specialties and outpatient services.
Patient Care – How the department’s administrative, fi nancial and operational activities directly and indirectly infl uence
doctors and nurses and clinical performance in terms of high-quality patient care.
Financial/Operational Cost Savings – How specifi cally the department has reduced non- labor and labor expenses to maintain a healthy bottom line for the organization, including increased productivity, improved service levels and fewer errors.
Comprehensive Strategic Planning – How the department effi ciently and intelligently works with partners along the supply chain continuum, including raw materials suppliers, manufacturers, distributors, group purchasing organizations, service companies (such as consulting fi rms and waste management fi rms) to assist their internal customers within the individual hospital or multiple facilities within the health system for the benefi t of patients.
Deadline: June 1.
Visit
https://hpnonline.com/21074379 for full requirements and to read the stories of past winners!
hpnonline.com • HEALTHCARE PURCHASING NEWS • January 2022 45
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52
