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perspective a quar terly repor t by Exhibit 12 Exhibit 13 Google Maps Earth Medical consultation online Volume 02 / 2009 Customisation Flexiblity | Volume 02 While on first glance the benefits and ease make the system of digital records seems like a complete winning proposition there are however some roadblocks to its implementation such as: •Heavy initial investment •Low acceptability •Confidentiality & privacy concerns •Lack of global uniformity •Low adoption rate: It is estimated that less than 30% of U.S hospitals have adopted electronic records EMRs, though requiring significant investment, represent the way forward to create a much needed centralised database. While most corporate hospitals in India have started implemented EMR, the smaller hospitals would require significant assistance and financial support. 49 | Building Operational Efficiency in Healthcare Delivery Case Study: An Indian 650-bed multi-specialty state -of -the- art hospital deployed an advanced web-based HIS. Innovation @ Google Google Health Manage Health records •Better inventory and medical package control •Rapid access to laboratory results •Improved continuity of medical records GH on iPhone Mobile phone health access Pharmaceutical substitution Speed Google flu trends Digital Outbreak detection Automated patient billing With over 400,000 outpatient visits per year, the hospital reduced its outpatient processing time by 40% to increase patient throughoput. Security assurance with control Scalability and interoperability Many companies like Google, have innovated and taken technology a step further by coming up with a whole range of medical technological applications such as predicting epidemic trends and also making healthcare advice available on cell phones.
Facility Planning: Role in Performance Enhancement perspective a quar terly repor t by Volume 02 / 2009 05 In recent times, patient expectations and demand for quality healthcare facilities in India have undergone a transformational shift. However, hospitals of yesteryears were neither planned to accommodate future growth nor to provide the care and service standards that are expected today. | Volume 02 Over time as demand grew, so did hospitals. However, this growth was accretive in nature and the ad hoc additions or extensions resulted in various trade-offs, leading to operational inefficiencies and compromised functionality. In today’s changing environment, as hospitals look to improve their performance, they should take into account various design parameters that can result in direct or indirect economic benefits. Some of the parameters that can lead to operational efficiencies and thereby, cost savings are: •Patient monitoring •Patient flow •Nurse travel distances •Standardization A large part of a patient’s ‘length of stay’ is spent under critical or post surgical care, where constant patient observation and monitoring is essential. In this stage, patients are extremely vulnerable and response times become very important. For smooth recovery of patients, it is essential that staff be able to respond to the clinical need of the hour. For this, patients should be under direct nurse observation at all times. This can be achieved in many ways, one of them through an appropriate layout that allows staff to observe, manage and attend to patients constantly. A C-shaped patient care unit with 8 to 10 bed management unit size is considered good. A large percentage of patients follow a well established and clear patient pathway during a hospital visit. Good alignment of a patient’s physical journey with his or her clinical journey can lead to better and quicker delivery of care. Patient flows should Exhibit 14 Imperatives for Redesign: • Capacity constraints • Streamlining growth • Enhancing revenue streams through efficient design • Addition/expansion of service lines • Patient expectations • Existing life of building • Accommodation of new Technology • Reengineering to respond to advancements in medicine • Change in ownership • Branding Exhibit 15 Patient Monitoring Ideal Unit Configuration for Critical Care Building Operational Efficiency in Healthcare Delivery | 50
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