“Implementability” and “Sustainability” in
Health Information Technology (HIT) Solutions

                          Bülent...
Agenda:
Company Profiles

Current Status in Healthcare & HIT

What is Needed for a Successful HIT Implementation

What is ...
Among top holdings in Turkey     Leading e-Health company in Europe
$3+ Billion annual turnover      $ 250+ Million annual...
Leading Health Information Technologies (HIT)
Company In Turkey
  Operations in 6 countries
  $32 M Turnover
  205 Employe...
corTTex® Enterprise   Enterprise EPR Information System
corTTex® HIS          Integrated Hospital Management System
corTTe...
Tepe’s Involvement in National Healthcare Reform

•   Improving current Fee For Service Payment System
•   Development of ...
is the only IT solution provider in KSA who can commit, deliver and sustain an end-to-end
solution including Services, Har...
LEAST TRUSTED:

                                                           1. Car sales men
                              ...
Current Status in
Healthcare & HIT
               © 2003 IBM Corporation
© 2008 Tepe International
Current Healthcare Environment




                                 © 2008 Tepe International
How about the costs?

US Total Spending on Healthcare in 1980:
25 Billion USD

US Total Spending on Healthcare in 2005 :
1...
Is it only about $$$ ?




                         © 2003 IBM Corporation
Please solve the paradox:




                            © 2008 Tepe International
HIT Status: Something is wrong!




              X                   © 2008 Tepe International
An analogy from the authorities:
              This is healthcare




This is your healthcare IT provider in healthcare


...
L                                                                                DELTA
                    ADT       R    ...
This is the right analogy:
This is Healthcare
  Environment




                        This is Healthcare IT
            ...
What is needed for a
  successful HIT
 implementation?




                  © 2008 Tepe International
Some Facts:


 “When projects fail, it’s rarely technical.”
                             Jim Johnson, The Standish Group

...
Success factors for HIT Implementation
                                    CEOs’ View:

  1. Strong organizational vision ...
Ten Steps for Successful HIT Implementation
  1. All hands on deck            Physicians’ View:
  2. Pay physician champio...
Six Deadly Mistakes to Avoid in HIT Implementation
                                               CIOs’ View:
            ...
What is needed for a
sustainable success?




                  © 2008 Tepe International
Quick Wins in HIT = Traps = Illusions




                                   © 2008 Tepe International
A good example: “ ... let us integrate ...”

        Some phrases you hear frequently:

... no problem, we can integrate i...
Classical Approach:
Discrete (case by case) Integration

            Hospital n            Hospital 1




   Hospital ... ...
Ultimate Approach:
Creating an Interoperable Environment

            Hospital n               Hospital 1




   Hospital ...
Dicrete Integration vs
 Interoperable Environment


 # sites/systems/devices        n       n=2   n=10       n=100
   Clas...
Still insisting ???




                      © 2008 Tepe International
L                                                                                 DELTA
                    ADT       R   ...
See the “BIG PICTURE”


                        BI
           HIS       MIS/DSS
                   ECP      Telemedicine
 ...
Healthcare - HIT Ecosystem
                             © 2008 Tepe International
Focus on Business Processes &
Workflow
            “If a system does not fit into a
            medical professional’s wor...
Process - Workflow Hierarchy
      VIRTUAL HEALTHCARE ENVIRONMENT
  WORKFLOW WITHIN AND BETWEEN HEALTHCARE   MACROFLOWS
  ...
Back to the paradox:




                       © 2008 Tepe International
Manage the Change

Benefits depend on the organization's propensity to change

      There are 4 ways to realize the value...
Be Determined !

            A Computer in the Exam Room?
38




           “That it will ever come into general use,
    ...
Get top executives’ support
 REASONS WHEN HIT INITIATIVES FAIL TO                                % responding "most preval...
Find Your Right = “trusted”,
  “knowledgeable”, “experienced” Partner


  BECAUSE HIT PROJECT IS NOT:
    Purchasing of Go...
... and if possible: “one” partner...




                                        © 2008 Tepe International
Manage the expectations
           project, vendor, product     customer,
                                        project ...
Study & Implement Medical Informatics




                            DICOM-III
                                          ...
Back to the Analogy




                      DICOM-III




                         © 2008 Tepe International
Some Good Examples




               © 2008 Tepe International
An Excellent Example: KFMC IHIMS

          King Fahad Medical City, Riyadh, KSA




                                     ...
An Excellent Example: KFMC IHIMS

“KFMC has successfully carried all business processes
into an electronic and paperless d...
Some Figures from KFMC IHIMS:

 # of workflows: 211               # of patients: 191,176
 # of workflow steps: 671        ...
Number of Users 2007 vs. 2006




                                © 2008 Tepe International
An Excellent Example: SMART Project

 King Khalid Eye Specialist Hospital, Riyadh, KSA




                               ...
An Excellent Example: KFMC IHIMS




“... the advances in IT have led to the creation of
opportunities to represent and pr...
© 2008 Tepe International
© 2008 Tepe International
© 2008 Tepe International
Bülent Kunaç
             BSc & MSc CEng. METU
Vice President, Tepe International & corTTex

       Member of the Board, T...
Upcoming SlideShare
Loading in …5
×

"Implementability" and "Sustainability" in "Implementability ...

713 views

Published on

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
713
On SlideShare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
5
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

"Implementability" and "Sustainability" in "Implementability ...

  1. 1. “Implementability” and “Sustainability” in Health Information Technology (HIT) Solutions Bülent Kunaç BSc & MSc CEng. METU Vice President, Tepe International & corTTex Member of the Board, TURKMIA Chairman, HL7 Turkey bkunac@tepetech.com
  2. 2. Agenda: Company Profiles Current Status in Healthcare & HIT What is Needed for a Successful HIT Implementation What is Needed for a Sustainable HIT Success? Some Good Examples © 2008 Tepe International
  3. 3. Among top holdings in Turkey Leading e-Health company in Europe $3+ Billion annual turnover $ 250+ Million annual turnover 62 Companies Serving 300,000 physicians, dentists, 22,000 Employees. specialists 40+ companies and 1,700 employees, © 2008 Tepe International
  4. 4. Leading Health Information Technologies (HIT) Company In Turkey Operations in 6 countries $32 M Turnover 205 Employees © 2008 Tepe International
  5. 5. corTTex® Enterprise Enterprise EPR Information System corTTex® HIS Integrated Hospital Management System corTTex® RAD Multi Media Radiology Information System corTTex® LAB Multi Media Laboratory Information System corTTex® PHARM Pharmacology Information System corTTex® MEDDat Enterprise Medical Data Dictionary corTTex® CIS Cardiology Information System corTTex® MedRas Resource Planning, Cost Accounting corTTex® ProMis Distributed Asynchronus MIS corTTex® RTIS Radiotherapy Information System corTTex® NMIS Nuclear Medicine Information System corTTex® DRGManager DRG Management System corTTex® ECP Electronic Claims Processing System MEDSIM Optimization and Simulation TERMAN Semantic Terminology Manager UBB National DATA Bank for Pharma, Med. Dev NORAL Fraud Detection System © 2008 Tepe International
  6. 6. Tepe’s Involvement in National Healthcare Reform • Improving current Fee For Service Payment System • Development of National On-line Provision and e-Invoicing Systems • Development of National DRGs, ICD-10 TRM to enable Prospective Payment System • Development of National Health Supply Chain Management System • Development of National Data Banks, Registries • Drugs, Devices, Materials/Consumables • Hospitals, Physcians, Pharmacies, Citizens... • Development of Simulation Tools • Development of Fraud Detection Systems © 2008 Tepe International
  7. 7. is the only IT solution provider in KSA who can commit, deliver and sustain an end-to-end solution including Services, Hardware, Software and Technology Full End-to-End Capabilities Professional Integration Outsourcing Services Services Services Plan and design the solution Build the solution using state- Run, manage and grow the based on industry best of-art technology including solution using the highest practices and thorough business applications, operational standards leadership know-how hardware, software, operating systems, and network Saudi Business Machines Ltd. Product Offering Integrated Technology Professional Services Systems & Software Services Business Consulting Services © 2008 Tepe International
  8. 8. LEAST TRUSTED: 1. Car sales men 2. Real estate agents 3. Computer sales men 4. The internet Martin Lindstrom, born 1970, founded his own advertising agency at the age of 12. Needless to say, Lindstrom has a highly unusual background. According to the Chartered Institute of Marketing, the rapid rise of his career has made him one of today's most respected branding gurus in the world. He sits on several boards globally, and his clients include Disney, Mars, Pepsi, American Express, Mercedes-Benz, Reuters, McDonald's, Kellogg's, Yellow Pages 2008 Tepe International © and Microsoft.
  9. 9. Current Status in Healthcare & HIT © 2003 IBM Corporation
  10. 10. © 2008 Tepe International
  11. 11. Current Healthcare Environment © 2008 Tepe International
  12. 12. How about the costs? US Total Spending on Healthcare in 1980: 25 Billion USD US Total Spending on Healthcare in 2005 : 1,600 Billion USD * Relative Increase: 5,000+ % * 31% Cost ($500 Billion) caused by paperwork SOURCE: Journal of Healthcare Information Management – Vol, 19, No 4, Page:17 © 2008 Tepe International
  13. 13. Is it only about $$$ ? © 2003 IBM Corporation
  14. 14. Please solve the paradox: © 2008 Tepe International
  15. 15. HIT Status: Something is wrong! X © 2008 Tepe International
  16. 16. An analogy from the authorities: This is healthcare This is your healthcare IT provider in healthcare © 2008 Tepe International
  17. 17. L DELTA ADT R HEMOCARE Physician Billing (Daily) S M H A A SAMPLE MIS v5.01 CIS v3.09.01 / 49 ORSOS LEE /HP /CCH v5.2a HP LAB 1 48 CCH S A HOSPITAL LEE/ HP /CCH GS 9 HG LEE /HP /CCH m Sv r Instruments CH R X C /4 Svr b Ter Order) DX-PR 48 9 TUMOR REG (Mthly) F A FROM USA rm 4 8 /4 P La M RX n- TS T e CHG S TS H ADT y) LEE / HP T No UL SUL ail F ES D / RE LEE LAB (D P (on HH INVISION v24- Lee & HP OBF FTP D/R ADT ; OR OR Instruments R CLAIMS T; FTP Payors SSI G (CICSINVA - L0A9) AD S (Daily) Q OB F L/H/C HL7 FIX FIX 1 PM RX F L GENERIC TIF FIX RD/ DT; O RX INDIGENT Reimb. T LEE/HP/CCH (Mthly) P M A SOFTMED TIF FIX O FIX/ ARESULTS Lee Lab Term Svr Dawning HL7 PATIENT ACCOUNTING H CCH LAB S RX TIF ASI P HL7 ADT; ORD / RESULTS LabTerm Svr CCH DIAB TRMT DX-PR GENIE TIF E ADT; Lab Results Instruments A HL7 HL7 CCI# 2 GEAC LEE /HP (Mthly) M OAM / PMS A N M-RX M-RX CLINICOMP (on Mainframe) MAXSYS SOFTMED RTIF HL7 M-RX LEE / HP VOF & Misc LEE / HP / CCH LEE / HP DX-PR C I A RAD RTIF L ADT ; ORD; (on Mainframe) (Daily) Tie N HL7 LAB RTIF I HL7 CHGS PROCAR PYXIS LEE / HP / ) MEDICAID ily F HL7/FIX CCH RX1000 Da LEE / CCH 7M D Herring R HEMOCARE RTIF N DE E )( Herring Collections HL7 M CCH NC NT HP uest) CCH A CLINIVISION RTIF M K s TA (92 OLL LEE/ HP Chg A HL7 M IT 7M) MAI & (Wkly) M BCF (Lee/HP TANKFILE) PYXIS k) MIS (By Req /w /93 ADT ; CHGS M : YR E: FIX RE 93 & aily v 1x aint; HL7 PROCAR 1000 CCH FILE VOL HDX (T/RTIF) ; EAD (T/RTIF) 2/ (D Rec PA GEAC ST HP (9 C: M LEE / HP / CCH REV R w/ M BLUE E PL ECH M v21.4.2-3 Q/R AR CROSS PA (Daily) E C M PYXIS EM (on Mainframe) IC E CC: VAN ED C LEE / HP O F VMS 6.2 ADT ; CHGS 1000 VOL AB EDI / M AN ) O GL REH T 7M (Daily: REV EAD LEE FTP IT & R A HL7 PROCAR LMHS M Recv 3x/wk) (Mthly) GL v23.1 CUTE RE 2/93 Trendstar M FAXNET Contract HDX A (9 Trendstar LEE /HP/ (CICSEADA- O MAINFRAME: CCH A MGMT Eligibility RS1/ OBF CCH LEE/HPCDM T CCH E0A9) FIX OBF FTP REFORMAT REMITS (92/93 & 7M) (Mthly) A B FTP Files HERRING F (Monthly) LEE / /R O CCH Pat Detail C ADT / RT ORDERS ; CHG CLINIVISION v3.3 H FAX HL7 EC (Wkly) CC: Recipients LEE / HP HP CCH WX Q HBSI Pat Detail FIX/HL7 ADT; COR LAB RESULTS LEE/HP FAXNET HBSI (Mthly) WX INVISION v24 - CCH PYXIS ADT; PYXIS ORD SMS PHARMACY HL7 v1.3.43 LEE/HP CDM RX CHGS: PYXIS HL7; ORSOS 48/49 v23.0 Lee/HP/CCH M A (CICSINVA - N0A9) FIX /HL7 FAX (Mthly) F LEE / HP / CCH CCH Day-End- All RX CHGS- 48/49 Recipients PM FIX OBF Decnet HP STATE RPT ST GENERIC TIF FIX SMS RADIOLOGY AHCA ADT with ORDER w/ SOFTMED TIF HL7 HL7 v24 PATIENT ACCOUNTING LEE CC: Outside (Qtrly) C RX TIF ASI HL7 COR- RESULTS; OSU- CHGS; AOO LEE / HP / CCH Transcription GENIE TIF HL7 Lee/Hp Physician Billing HL7 ADT / ORDERS SMS OPENLab Per’se OAM / PMS COR- RESULTS; OSU- CHGS/AOO ; Transcription Path Demo’s & Chrgs v25.6 CC: Per’se CCH Rad Demo’s C SOFTMED RTIF HL7 FIX/ LAB INSTR ADT; ORD/ RESULTS LEE / HP / CCH Serv Org (TSO) `RAD RTIF HL7 HL7 (Daily&Monthly) LAB RTIF HL7/FIX Prod 3M ENCODER Lee/Hp CC: 17 Per’se Physician Billing HEMOCARE RTIF HL7 HL7 ADT ChartLinc SOFTMED Per’se Rad- R SMS BCF (CCH TANKFILE) FIX DX-PROC; TRANSCRIP v6.0 LEE/ HP /CCH DICTAPHONE CCH Chrgs M S RAD HL7 © 2008 Tepe International HDX (TIF/RTIF) LEE/HP/CCH (Trans. Rpts) F (Daily) 1 EAD (TIF/RTIF)
  18. 18. This is the right analogy: This is Healthcare Environment This is Healthcare IT Provider © 2008 Tepe International
  19. 19. What is needed for a successful HIT implementation? © 2008 Tepe International
  20. 20. Some Facts: “When projects fail, it’s rarely technical.” Jim Johnson, The Standish Group Average cost overrun: 189% Projects re-started: 94% Time overrun: 222% Functionality delivered on average: 61% Standish Group © 2008 Tepe International
  21. 21. Success factors for HIT Implementation CEOs’ View: 1. Strong organizational vision and strategy 2. Talented and committed leadership 3. Partnership between the clinical, administrative and IT staffs 4. Thoughtful redesign of clinical processes 5. Excellent implementation skills, especially in PM and support 6. Good-to-excellent IT Glasser J. Success factors for clinical System implementation. Hospital and Health, June 13, 2005 © 2008 Tepe International
  22. 22. Ten Steps for Successful HIT Implementation 1. All hands on deck Physicians’ View: 2. Pay physician champions 3. Analyze your workflow 4. Build adequate order sets 5. Recognize politics 6. Set a deadline and mean it 7. Train, train, train 8. Exploit physician resistance 9. Sell the benefits Baldwin G. Bringing order to CPOE. 10. Crack the whip Health Leaders, October 2005 © 2008 Tepe International
  23. 23. Six Deadly Mistakes to Avoid in HIT Implementation CIOs’ View: “When projects fail, it’s 1. Raising expactations too high rarely technical.” Jim Johnson, The Standish Group 2. Provide skimpy training 3. Doing the “big bang” implementation 4. Leaving the physicians to their own devices 5. Disregarding dissidents 6. Giving the physicians a choice Baldwin G. Six Deadly Mistakes. Health Leaders, January 2005 © 2008 Tepe International
  24. 24. What is needed for a sustainable success? © 2008 Tepe International
  25. 25. Quick Wins in HIT = Traps = Illusions © 2008 Tepe International
  26. 26. A good example: “ ... let us integrate ...” Some phrases you hear frequently: ... no problem, we can integrate it ... ... it is not an issue for us, we have the interface for that ... ... we are XYZ compliant ... ... we have already integrated it before, this case seems quite similar ... © 2008 Tepe International
  27. 27. Classical Approach: Discrete (case by case) Integration Hospital n Hospital 1 Hospital ... Hospital 2 Hospital 4 Hospital 3 Integration effort amount = (n2 – n) / 2 n: sites, systems or devices to be integrated © 2008 Tepe International
  28. 28. Ultimate Approach: Creating an Interoperable Environment Hospital n Hospital 1 Hospital ... Hospital 2 Hospital 4 Hospital 3 Connectivity effort amount = n n: sites, systems or devices to be connected © 2008 Tepe International
  29. 29. Dicrete Integration vs Interoperable Environment # sites/systems/devices n n=2 n=10 n=100 Classical Approach (case by case Integration) (n2-n)/2 1 45 4,950 Interoperable Environment n 2 10 100 © 2008 Tepe International
  30. 30. Still insisting ??? © 2008 Tepe International
  31. 31. L DELTA ADT R HEMOCARE Physician Billing (Daily) S M H A A SAMPLE MIS v5.01 CIS v3.09.01 / 49 ORSOS LEE /HP /CCH v5.2a HP LAB 1 48 CCH S A HOSPITAL LEE/ HP /CCH GS 9 HG LEE /HP /CCH m Sv r Instruments CH R X C /4 Svr b Ter Order) DX-PR 48 9 TUMOR REG (Mthly) F A FROM US rm 4 8 /4 P La M RX n- TS T e CHG S TS H ADT y) LEE / HP T No UL SUL ail F ES D / RE LEE LAB (D P (on HH INVISION v24- Lee & HP OBF FTP D/R ADT ; OR OR Instruments R CLAIMS T; FTP Payors SSI G (CICSINVA - L0A9) AD S (Daily) Q OB F L/H/C HL7 FIX FIX 1 PM RX F L GENERIC TIF FIX RD/ DT; O RX INDIGENT Reimb. T LEE/HP/CCH (Mthly) P M A SOFTMED TIF FIX O FIX/ ARESULTS Lee Lab Term Svr Dawning HL7 PATIENT ACCOUNTING H CCH LAB S RX TIF ASI P HL7 ADT; ORD / RESULTS LabTerm Svr CCH DIAB TRMT DX-PR GENIE TIF E ADT; Lab Results Instruments A HL7 HL7 CCI# 2 GEAC LEE /HP (Mthly) M OAM / PMS A N M-RX M-RX CLINICOMP (on Mainframe) MAXSYS SOFTMED RTIF HL7 M-RX LEE / HP VOF & Misc LEE / HP / CCH LEE / HP DX-PR C I A RAD RTIF L ADT ; ORD; (on Mainframe) (Daily) Tie N HL7 LAB RTIF I HL7 CHGS PROCAR PYXIS LEE / HP / ) MEDICAID ily F HL7/FIX CCH RX1000 Da LEE / CCH 7M D Herring R HEMOCARE RTIF N DE E )( Herring Collections HL7 M CCH NC NT HP uest) CCH A CLINIVISION RTIF M K s TA (92 OLL LEE/ HP Chg A HL7 M IT 7M) MAI & (Wkly) M BCF (Lee/HP TANKFILE) PYXIS k) MIS (By Req /w /93 ADT ; CHGS M : YR E: FIX RE 93 & aily v 1x aint; HL7 PROCAR 1000 CCH FILE VOL HDX (T/RTIF) ; EAD (T/RTIF) 2/ (D Rec PA GEAC ST HP (9 C: M LEE / HP / CCH REV R w/ M BLUE E PL ECH M v21.4.2-3 Q/R AR CROSS PA (Daily) E C M PYXIS EM (on Mainframe) IC E CC: VAN ED C LEE / HP O F VMS 6.2 ADT ; CHGS 1000 VOL AB EDI / M AN ) O GL REH T 7M (Daily: REV EAD LEE FTP IT & R A HL7 PROCAR LMHS M Recv 3x/wk) (Mthly) GL v23.1 CUTE RE 2/93 Trendstar M FAXNET Contract HDX A (9 Trendstar LEE /HP/ (CICSEADA- O MAINFRAME: CCH A MGMT Eligibility RS1/ OBF CCH LEE/HPCDM T CCH E0A9) FIX OBF FTP REFORMAT REMITS (92/93 & 7M) (Mthly) A B FTP Files HERRING F (Monthly) LEE / /R O CCH Pat Detail C ADT / RT ORDERS ; CHG CLINIVISION v3.3 H FAX HL7 EC (Wkly) CC: Recipients LEE / HP HP CCH WX Q HBSI Pat Detail FIX/HL7 ADT; COR LAB RESULTS LEE/HP FAXNET HBSI (Mthly) WX INVISION v24 - CCH PYXIS ADT; PYXIS ORD SMS PHARMACY HL7 v1.3.43 LEE/HP CDM RX CHGS: PYXIS HL7; ORSOS 48/49 v23.0 Lee/HP/CCH M A (CICSINVA - N0A9) FIX /HL7 FAX (Mthly) F LEE / HP / CCH CCH 48/49 Recipients OBF Decnet Day-End- All RX CHGS- PM FIX HP STATE RPT ST GENERIC TIF FIX SMS RADIOLOGY AHCA ADT with ORDER w/ SOFTMED TIF HL7 HL7 v24 PATIENT ACCOUNTING LEE CC: Outside (Qtrly) C RX TIF ASI HL7 COR- RESULTS; OSU- CHGS; AOO LEE / HP / CCH Transcription Physician Billing GENIE TIF HL7 ADT / ORDERS Lee/Hp HL7 SMS OPENLab Per’se OAM / PMS COR- RESULTS; OSU- CHGS/AOO ; Transcription Path Demo’s & Chrgs v25.6 CC: Per’se CCH Rad Demo’s C SOFTMED RTIF HL7 FIX/ LAB INSTR ADT; ORD/ RESULTS LEE / HP / CCH Serv Org (TSO) `RAD RTIF HL7 HL7 (Daily&Monthly) LAB RTIF HL7/FIX Prod 3M ENCODER Lee/Hp CC: 31 Per’se Physician Billing HEMOCARE RTIF HL7 HL7 ADT ChartLinc SOFTMED Per’se Rad- R SMS BCF (CCH TANKFILE) FIX DX-PROC; TRANSCRIP v6.0 LEE/ HP /CCH DICTAPHONE CCH Chrgs M S RAD HL7 © 2008 Tepe International HDX (TIF/RTIF) LEE/HP/CCH (Trans. Rpts) F (Daily) 1 EAD (TIF/RTIF)
  32. 32. See the “BIG PICTURE” BI HIS MIS/DSS ECP Telemedicine CIS e-prescription e- Health Reference Terminologies Reference Information Model Electronic Medical Records Medical Informatics Standards Interoperability Framework © 2008 Tepe International
  33. 33. Healthcare - HIT Ecosystem © 2008 Tepe International
  34. 34. Focus on Business Processes & Workflow “If a system does not fit into a medical professional’s workflow, or it slows them down significantly, it does not matter how technologically advanced the system is – the system will simply not be used! “ ... Business logic is probably the single most important asset of a healthcare IT system... © 2008 Tepe International
  35. 35. Process - Workflow Hierarchy VIRTUAL HEALTHCARE ENVIRONMENT WORKFLOW WITHIN AND BETWEEN HEALTHCARE MACROFLOWS ENVIRONMENT/S BETWEEN COUNTRIES WORKFLOW WITHIN AND BETWEEN HEALTHCARE ENVIRONMENT/S IN A COUNTRY WORKFLOW WITHIN AND BETWEEN HOSPITAL INFORMATION SYSTEM/S WORKFLOW WITHIN AND BETWEEN DEPARTMENTAL/CLINICAL SYSTEM/S WORKFLOW WITHIN AND BETWEEN APPLICATION/S MICROFLOWS © 2008 Tepe International
  36. 36. Back to the paradox: © 2008 Tepe International
  37. 37. Manage the Change Benefits depend on the organization's propensity to change There are 4 ways to realize the value from an IT investment 1. Purchase an integrated system with rich functionality 10% 2. Ensure the software allows for s of value es flexibility of design oc Pr People Te ch 3. Implement best practice no lo processes and workflows 90% g y 4. Persuade people to change of value Healthlink © 2008 Tepe International
  38. 38. Be Determined ! A Computer in the Exam Room? 38 “That it will ever come into general use, notwithstanding its value, is extremely doubtful because its beneficial application requires much time and gives a good bit of trouble, both to the patient and to the practitioner because its hue and character are foreign and opposed to all our habits and associations.” from The London Times in 1834 Commenting on ... the “stethoscope” © 2008 Tepe International
  39. 39. Get top executives’ support REASONS WHEN HIT INITIATIVES FAIL TO % responding "most prevalent" to each underlying reason for PRODUCE DESIRED VALUE not generating value from IT Lack of process and IT alignment; inadequate process change 51 Lack of executive ownership and accountability 49 Lack of understanding of expected business benefits 41 Communication breakdown or failure 28 Bad business objectives 24 Lack of outcomes measurements 24 Lack of strong or adequate project governance 23 Failure to align business vision / goals with IT 22 Lack of understanding of what users really needed 20 Volatile situation: organization's needs changed 18 Poor project management 17 Costs exceeded benefits 16 Nothing significantly improved 14 Users did not want the IT solution 12 Poor performance by vendor or consultant 9 A problem of timing: the opportunity was lost 5 Technical failure of software or hardware 0 © 2008 Tepe International Adapted from CHIME CIO Survey: IT Value
  40. 40. Find Your Right = “trusted”, “knowledgeable”, “experienced” Partner BECAUSE HIT PROJECT IS NOT: Purchasing of Good HW and Good SW On the contrary, it is an “Continuing Project” which can only be accomplished: When the Healthcare Enterprise is Ready to Work for the Project rather than expecting from others When both parties collaborate and are committed for the same goal When both parties communicate well and understand each other HIT Project is a Long Term Partnership of Healthcare Enterprise and Healthcare IT Solution Provider © 2008 Tepe International
  41. 41. ... and if possible: “one” partner... © 2008 Tepe International
  42. 42. Manage the expectations project, vendor, product customer, project team end-user out of control expectations, requests ... © 2008 Tepe International
  43. 43. Study & Implement Medical Informatics DICOM-III OpenEHR CEN TC 251 ICD-10 AM ECRI UMDNS CPT-4 ACHI LOINC GMDN SNOMED CT DRG / CASE-MIX UMLS CDA, CCOW MIB © 2008 Tepe International
  44. 44. Back to the Analogy DICOM-III © 2008 Tepe International
  45. 45. Some Good Examples © 2008 Tepe International
  46. 46. An Excellent Example: KFMC IHIMS King Fahad Medical City, Riyadh, KSA © 2008 Tepe International
  47. 47. An Excellent Example: KFMC IHIMS “KFMC has successfully carried all business processes into an electronic and paperless domain with the help of multidisciplinary teams. KFMC decided at the very early stage to implement a workflow based HIS system designed to assure the overall continuity and consistency of healthcare services within the healthcare enterprise via providing an intelligent process, information and control flow predefined by the authorities and standards. The system assures that the computer users perform all the activities from patient registration to patient discharge. “ Eng. Khalid Al-Salama, CIO, KFMC © 2008 Tepe International
  48. 48. Some Figures from KFMC IHIMS: # of workflows: 211 # of patients: 191,176 # of workflow steps: 671 # of actions: 4,234,493 # of screens : 1,192 # of sub-actions: 11,733,854 # of fields in screens : 19,517 # of stock actions: 296,185 # of lists : 696 # of reports : 775 # of logic scripts : 1,844 # of roles: 720 # of rights in roles : 3,809 © 2008 Tepe International
  49. 49. Number of Users 2007 vs. 2006 © 2008 Tepe International
  50. 50. An Excellent Example: SMART Project King Khalid Eye Specialist Hospital, Riyadh, KSA © 2008 Tepe International
  51. 51. An Excellent Example: KFMC IHIMS “... the advances in IT have led to the creation of opportunities to represent and process different, richer forms of information that enhance our intellectual abilities. Our IT Department drives innovation which is a key to the institutions’s evolution and success in fulfilling its mission and vision... “ Fahad Abdulaziz Al-Eid, CIO, KKESH © 2008 Tepe International
  52. 52. © 2008 Tepe International
  53. 53. © 2008 Tepe International
  54. 54. © 2008 Tepe International
  55. 55. Bülent Kunaç BSc & MSc CEng. METU Vice President, Tepe International & corTTex Member of the Board, TURKMIA Chairman, HL7 Turkey bkunac@tepetech.com © 2008 Tepe International

×