PAH TODAY• Revenue 28 – 200 million• Excess-10 million - +5-8 million• Outpatients 1000 a day 250,000 per year• Inpatients 150-200 a day• 100-300 Foreign Patient fly in 67,000 per year RM 55 mil – Singapore, Indonesia, Philippines, USA, Europe, China,• 509 Open Heart Yearly, 400 Closed Hearts• 300 Cardiac Patients a day.• 20-30 Surgeries a day 5,500 per year• 55 Doctors + 5 Dentists• 1000 employees• Counting patients and visits, we have coming through our doors at least 1,200,000 people a year!!
Content1. Literature (Theory)2. Elements of Best Practice3. PAH’s Experience4. Challenges & Lesson Learnt
“Headlines” Good Data Stewardship Make Good Cents “Turning Hospital Data into Dollars” “Tapping into the Value of Health Data” “Using IT to Drive Operational Efficiency in OR”Hospitals have collected mountains of patient and clinical data – now what? Slashing Documentation Time at Summa Health System
Elements of Best Practices• Top management engagement• Have a clear plan• Be educated in the fields of informatics and analytics• Give it enough resources to have a chance to succeed• Perseverance• Read Tom Davenport’s book!
Key questions addressed by analytics Past Present Future What happened? What is happening What will happen?Information now? (Reporting) (Alerts) (Extrapolation) How and why did it What’s the next What’s the happen? best action? best/worst that can happen?Insight (Modeling, (Recommendation) (Prediction, experimental optimization, design) simulation) Source: Analytics at Work
PAH’s Analytics Experience• Using SAS/Excel Macro – MRR• Using Excel PivotTable – New and Returning Patients• Semi-Automated/Manual – Revenue Audit
MRR Ver 3.0 (Dept. P&L Automation) • Automate monthly department financial report Project Scope • Enable quick report slicing by month/department/division • Enable detailed analysis Project • Steep learning curve for some Finance Staff (report Project Issues creation) and Dept. Heads (report reading). Status • Slow take-up in Dept. Head participation (Complete)Project Outcome Usability in Dept. 390 man-hours/hr MRR, Increased DH (Finance Staff) participation
New and Returning Patients • Quantify by Doctor the number of “New and Returning Patients” Project Scope • Enhance report by enabling slicing by patient nationality Project This report was so daunting to the PBO Manager Status Project Issues – it seemed to take so long to generate – that she was initially unable to generate report (Complete)Project Outcome 48 man-hours/yr Increased Report (PBO Manager) functionality
Challenges• Common Problems:- – Fragmented data source – Differences in definition – Inconsistent formats – Time take to collate, compile, consolidate – Manpower resources required – Volume of data – Complexity on relationship – Knowledge gap • Understanding data • Statistical models, tools and techniques to ‘tease out’ useful information – We store data sequentially but we pull data relationally – Errors waste
Other Challenges• Sustaining top management support• Software stability & functionality• Labour market• Hospital’s prioritization• Underestimating skill set requires
Lessons Learnt• Potential Solutions – Setup dedicated team – Statistically & strategically driven management of data – Full system integration of information process transform Data
Data Questions?1. which procedure is the most profitable2. which drug is the most profitable3. which specialty require more space in 5 years time4. how efficient are the staffing levels at the wards5. whether prices are optimized6. who are your top 1000 patients (family group)7. the real cost of an appendectomy8. how low can you go to bid for a project9. your staff cost is compare to the industry average10. what is your March result going to be like11. how much stock of face mask you should keep in the event of another H1N1 outbreak12. how much of your pharmacy stock is expired13. how many software viruses are in your network14. network bandwidth is adequate15. what is the risk for patient falls in your hospital on a patient level16. how many incidents of needle prick injuries for the year17. how much undercharging or overcharging for yesterday18. whether there is a consistent charging process for venipuncture19. all your fixed assets condition and location20. maintenance for all critical equipment is up to date21. the capex request for 50 infusion pumps is justified22. all price item are making adequate margins23. how many staff have read the policy on IT usage24. the overtime cost versus volume level25. your Pay Per Use contract with vendor is on track26. the utilization rate of your key equipment27. the return on assets invested by individual equipment28. who are the top 20% that consume 80% of your staff medical benefits budget29. the productivity level of each doctor30. the patient satisfaction levels in each key area of service
PAH’s Analytics Roadmap< 2008 2009-2011 2012-2013 > 2014• Stage 2 • Stage 3 • Stage 4 • Stage 5 Localized Analytical Analytical Analytical Analytics Aspirations Companies Competitors• Pockets, not • Established • Have effective • Turned coordinated, team, team, applies analytics into not strategic progressing analytics competitive but slow regularly advantage
SUMMARY• What can analytics do for you? – Tools to understand business – Know what’s really working – Leverage IT investment – Cut costs and improve efficiency – Manage risk – Anticipate changes in market conditions – Have a basis for improving decisions over time