Download

More documents

Recommendations

Info

7. Developing an Emergency Department Information System 77The marker board-based traditional whiteboardThe Web-based and database-driven electronic whiteboardFIGURE 7.1. The traditional whiteboard and the electronic whiteboard (eWB). (Reprinted withpermission.)
78 Section III. ImplementationTABLE 7.5. EDIS project goals and outcomes.GoalsOutcomesDecrease physician time looking for patients Æ Physicians see room status at a glance on theand checking status of lab results.whiteboard and can quickly locate patients orreceive alerts that test results are available.Increase staff knowledge of each patient’s Æ Physicians no longer enter exam rooms, or pollemergency department (ED) service history.patients in the waiting area, to check if radiology orother auxiliary services have been performedDecrease inefficient use of time by nurses. Æ Nurses use computer terminals to update theinformation system from workstations throughoutthe ED.Increase staff awareness of patient service Æ Staff can change priorities to focus on patients basedtime (how long patients have been at the ED) on eWB’s up-to-the-minute waiting timeDecrease janitorial time spent roaming for Æ Janitors now use the board as a task list.rooms to clean.Decrease reception time spent checking Æ Receptionists now admit patients to the ED androoms for availability.assign rooms without having to leave their desks tocheck the board.Enable alerts for emergency operational or Æ eWB automatically reports occupancy level,clinical situations.extended wait times, and uses a color schema toconvey its message.Make operational statistics available to help Æ The EDIS enables standard and ad hoc reporting formanagers improve performance.management decision making.ConclusionDespite its ultimately successful outcome, considering the total EDIS project duration,extending from its conception in 1997 to the first full run of the eWB in late 2002, areader might wonder how to evaluate and justify a project with such a long history. Ashas been described, however, development of the EDIS was a two-phase project withdistinct differences between its phases (Table 7.6). In retrospect, we conclude that thesuccess realized after the second phase was fundamentally dependent on the failure ofefforts to identify an off-the-shelf solution. Specifically, although one might be disappointedwith the first phase of the project because no tracking system or measurableperformance improvement tool was implemented to address the department’s operationalissues, exploration of functionality options and research of the vendor marketplaceproduced the valuable decision that it was worthwhile to develop a customsolution internally. In fact, it was only with this conclusion from the research that thesecond phase of the project was commenced. Although it might seem that the due diligencephase of the build-vs.-buy decision was perhaps excessively extensive in this case,it appears that such scrutiny and deliberation were required to assure all stakeholdersthat investing in the development of another custom application was the best approach.From a historical perspective, however, it is worth commenting that the “due diligence”phase, phase I, might have been hastened, albeit to the same outcome, if specificchanges had been made to the project’s goals and organizational structure in thebeginning rather than at the conclusion of the first phase. Specifically, the shift in theteam’s goals from phase I to phase II transformed the project from a generic effort toimplement a patient tracking system into a focused initiative to improve the depart-
Page 2 and 3:
Health Informatics(formerly Compute
Page 4 and 5:
Nancy M. Lorenzi Joan S. AshJonatha
Page 6 and 7:
Robert T. Riley PhDJune 26, 1937-Ja
Page 8 and 9:
Series PrefaceThis series is direct
Page 10 and 11:
AcknowledgmentsMany thanks to all t
Page 12 and 13:
xivContentsChapter 5Managing Succes
Page 14 and 15:
xviContentsSECTION VI ORGANIZATIONA
Page 16 and 17:
xviiiContributorsChristopher MoreyS
Page 18 and 19:
Section ICase Studies in Technologi
Page 20 and 21:
Introduction 3and informatics stude
Page 22 and 23:
Introduction 5Leaders have differen
Page 24 and 25:
1GEMINI: The Life and Times of aCli
Page 26 and 27:
1. GEMINI: The Life and Times of a
Page 28 and 29:
Page 30 and 31:
Page 32 and 33:
Section IIOrganizational ChangeIntr
Page 34 and 35:
Introduction 17The Magnificent Seve
Page 36 and 37:
Introduction 19reducing barriers to
Page 38 and 39:
2The Web Center: A Case Study inStr
Page 40 and 41:
2. The Web Center: A Case Study in
Page 42 and 43: 2. The Web Center: A Case Study in
Page 52 and 53: 3. Computers for Kids: Not All Fun
Page 60 and 61: 4Managing ChangeJonathan Becker,Roy
Page 62 and 63: 4. Managing Change 45Because of the
Page 64 and 65: 4. Managing Change 47result, the st
Page 66 and 67: 5Managing Success: An InformationSy
Page 68 and 69: 5. Managing Success: An Information
Page 70 and 71: 5. Managing Success: An Information
Page 72 and 73: IntroductionJonathan EinbinderIn he
Page 74 and 75: 58 Section III. ImplementationWhat
Page 76 and 77: 60 Section III. ImplementationHow D
Page 78 and 79: 62 Section III. Implementationflow,
Page 80 and 81: 6Bar Coding: It’s Hard to Kill a
Page 82 and 83: 6. Bar Coding: It’s Hard to Kill
Page 84 and 85: 7Developing an EmergencyDepartment
Page 86 and 87: 7. Developing an Emergency Departme
Page 96 and 97: 8Implementation of OpChart in WestM
Page 98 and 99: 8. Implementation of OpChart in Wes
Page 108 and 109: 9. Development of the Scientific Co
Page 116 and 117: 10Early Implementation Problems ofa
Page 118 and 119: 10. Early Implementation Problems o
Page 130 and 131: 11. Implementation of a Web-Based I
Page 136 and 137: 12Managing Change: Analysis of aHyp
Page 138 and 139: 12. Managing Change: Analysis of a
Page 140 and 141: Comment by James G. AndersonAssessi
Page 142 and 143:
12. Managing Change: Analysis of a
Page 144 and 145:
Page 146 and 147:
Page 148 and 149:
Page 150 and 151:
Section IVEconomicsIntroduction . .
Page 152 and 153:
Weak Accounting SystemsIntroduction
Page 154 and 155:
Introduction 139often overran estim
Page 156 and 157:
Introduction 141TABLE IV.1. Example
Page 158 and 159:
144 Section IV. EconomicsTABLE 13.1
Page 160 and 161:
146 Section IV. EconomicsTABLE 13.2
Page 162 and 163:
148 Section IV. Economicsfor an ove
Page 164 and 165:
14Catch 22: The Case of Utilization
Page 166 and 167:
152 Section IV. Economicslonger or
Page 168 and 169:
154 Section IV. EconomicsFor a new
Page 170 and 171:
156 Section IV. Economics7 minStart
Page 172 and 173:
158 Section IV. Economicswork lists
Page 174 and 175:
15Antimicrobial Utilization Program
Page 176 and 177:
162 Section IV. Economicspharmacy.
Page 178 and 179:
164 Section IV. Economicsdifficult.
Page 180 and 181:
166 Section IV. Economicsone area,
Page 182 and 183:
168 Section IV. EconomicsAccording
Page 184 and 185:
16Central Medical Healthcare System
Page 186 and 187:
172 Section IV. Economicsimproves p
Page 188 and 189:
17Building Consensus: QualityImprov
Page 190 and 191:
176 Section IV. Economicsstaff time
Page 192 and 193:
178 Section IV. Economicsing progra
Page 194 and 195:
180 Section IV. Economics2. What pa
Page 196 and 197:
182 Section IV. EconomicsThis appro
Page 198 and 199:
184 Section IV. EconomicsCITC shoul
Page 200 and 201:
Section VLeadershipIntroduction . .
Page 202 and 203:
Introduction 189According to resear
Page 204 and 205:
18Strategic Informatics: Planning f
Page 206 and 207:
OptionsOption 118. Strategic Inform
Page 208 and 209:
18. Strategic Informatics: Planning
Page 210 and 211:
19Fix Pharmacy!Jim Carpenter,Tadaak
Page 212 and 213:
20Showdown in the Heart of TexasRob
Page 214 and 215:
20. Showdown in the Heart of Texas
Page 216 and 217:
Page 218 and 219:
Page 220 and 221:
21Mission Valley Medical CenterPhys
Page 222 and 223:
21. Mission Valley Medical Center P
Page 224 and 225:
Page 226 and 227:
Page 228 and 229:
22. The DNA Donation Project 215dep
Page 230 and 231:
22. The DNA Donation Project 217Que
Page 232 and 233:
23. Who’s in Charge? 219• Conve
Page 234 and 235:
23. Who’s in Charge? 221Questions
Page 236 and 237:
IntroductionWendy McPheeRecently I
Page 238 and 239:
226 Section VI. Organizational and
Page 240 and 241:
24The Chief Resident’s DilemmaSte
Page 242 and 243:
24. The Chief Resident’s Dilemma
Page 244 and 245:
25Death of a CommitteeRobert Hallid
Page 246 and 247:
25. Death of a Committee 235staff s
Page 248 and 249:
25. Death of a Committee 237While t
Page 250 and 251:
26. Whose Job Is It Anyway? 239all
Page 252 and 253:
26. Whose Job Is It Anyway? 241have
Page 254 and 255:
27. All for the Want of a Plan ...
Page 256 and 257:
27. All for the Want of a Plan ...
Page 258 and 259:
28. Fail to Plan, Plan to Fail 247o
Page 260 and 261:
28. Fail to Plan, Plan to Fail 249v
Page 262 and 263:
29. Founding Fathers Health Corpora
Page 264 and 265:
29. Founding Fathers Health Corpora
Page 266 and 267:
Conclusion29. Founding Fathers Heal
Page 268 and 269:
258 IndexChange management, (cont.)
Page 270 and 271:
260 IndexHaustus, F., 171-173Hays,
Page 272 and 273:
262 IndexOObservation patients, 152
Page 274 and 275:
264 IndexVesalius Health System (VH
Page 276:
Cancer InformaticsEssential Technol
show all

Download

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?