Services are today over 70% of the Gross National Product in most developed countries. The productivity improvement of services is increasingly important and it relies heavily on a deep understanding of the service process. However, how to collect data from services has been a problem and service data is largely missing in national statistics. This work aims to simplify the procedure of automated process modelling by using the minimum amount of data in the model extraction. The focus of this study is modelling more generic service processes that are location-aware. Hence, an approach based on wireless indoor posi- tioning using inexpensive wireless sensors and smart phones are devel- oped. This work presents how the collected data can be used …show more content…
Since service improvement relies heavily on a deep understanding of the service process, it is inevitable that we should consider service innovation from process model viewpoint. A service process model prescribes how a particular service is carried out. Partington et al. [16] demonstrated that through analysing the processes, detailed insights into clinical (quality of patient health) and fiscal (hospital budget) pressures in health care practice were provided. Rovani et al. [19] also testified that modelling the healthcare service process mediates between event data reflecting the clinical reality and clinical guidelines describing best practices in …show more content…
Here domain-specific refers to treatment-specific, such as a laparoscopic surgery process [2] or a gynaecological oncology process [18]. Such a process can be extracted from event logs of existing medical treatment sys- tems. However, there are more generic activities in the service process that have no trails in any administrative system or medical devices. This gap requires approaches that are capable of picturing more generic service processes. According to the process definition given by Davenport [5], treatment-specific processes can be understood as small processes and generic service processes are large processes that serve a entire set of service activities. Davenport reckons that larger processes have greater potential for radical benefit and focusing on broad processes is a key aspect of process innovation. Generic activities are often location-aware, in the sense that a particular activity is performed at a specific location. Therefore, we abstracted generic processes to a location-based ones. Bluetooth in indoor positioning is a mature research field and has been widely studied [1] [15], hence this study integrates Bluetooth Bluetooth indoor positioning and Internet of Things (IoT) to collect service activity data and construct service process
• ICMP; is one of the main rules of the internet protocol suite. It is used by system devices, like router, to send error messages showing, for example, that a demanded service is not offered or that a crowd or router could not be touched. • DHCP; Dynamic host configuration protocol is a customer server rules that repeatedly delivers an internet rules (IP) address and other linked arrangement information such as the subnet mask and avoidance entry. • Bluetooth; Bluetooth is a wireless communication technology that lets people to usefully connect their plans with other policies “and “the character of the technology is developing to not only allow devices to talk with one another, but actually allow the all-in-one communication between devices, native requests and the cloud.” •
Emergency and ambulatory care is one of the largest-volume patient activities, which makes it a key point of the continuum of health services in Canada. To better understand how this component of care is formed and shifting, several databases are managed to provide stakeholders with insight on visits, patient demographics and clinical, administrative and service-specific data associated with day surgery, emergency departments and outpatient clinics. These databases are fundamental components in carrying out the mandate to deliver unbiased, quality, reliable and relevant information to support decision-making and inform health care discussions. One of these core databases is National Ambulatory Care Reporting System (NACRS). The NACRS is a
In other words, it is one joint venture that changes to become many joint ventures which are connected by similar goals and objectives. For instance, one integrated model can have nursing homes, affiliated medical groups, acute care hospitals, employed physicians, primary care clinics, and independent medical groups The integrated physician models is an innovative model that uses cooperation and organization that gives tasks and defines roles for medical services and specialized services in a hospital (Coker Group, & HCPro (Firm), 2013). It is a performance management unit that implements the main functions of productivity management, patient advocacy, and quality management. It also serves as a unit for coordinating and ensuring that medical care in clinical pathways are delivered properly.
Running head: PHYSICIAN ASSISTANT CONTRIBUTIONS TO MANAGED CARE ORGANIZATIONS Physician Assistants and Nurse Practitioners: The impact if statutes limiting PA and NP were eliminated Natalie L. Burnett Kaplan University Master of Health Care Administration Program Abstract The purpose of this research is to explain what would happen to the level of completion in the physician services market if all statutes limiting activities of physician assistants and nurse practitioners were elimiintated. (Teacher Name, Date) demonstrate the value that a physician assistant (PA) can provide to a managed care organization. The increasing competitiveness of the health care market has caused managed care organizations to become more aware of the
Healthcare leaders seeking to change the current system must work to maximize value for patients—that is, increasing access and achieving the best outcomes at the lowest possible costs. This transformation is not a single step but an overarching strategy of quality improvement (QI). Dr. Robert Janet, MD is the Medical Director at Mount Auburn Independent Practice Association, and a leader in the field doing exactly this: challenging current practices in order to improve both the physician-patient relationship and the physician experience through innovation and collaboration. I consider Rob the quality-guru in my life. With his patients, he helps them make changes by altering their outlook; they need to have enough humility and self-awareness
After gathering information from the above question, I will use the information to make an assessment to measure the quality of service offered in my organisation. The Royal United Hospital Trust, and carefully examine efficiency and effectiveness, from service users perspective, staff perspective and customers perspective, I will further examine the gaps and incorporate changes into my existing services. 2.2 Measure the impact of recent changes on health and social care services against set
The outcome is the result of what the service user was aiming to achieve and without an outcome we can’t then reflect on what could have been improved or changed to achieve an even better outcome in the future. 1.5 - identify legislative and policy drivers for personalised services The legislative and policy drivers for personalised services are: Care Act 2014 – Helps to improve people’s independence and wellbeing and focuses on personal budgets. Health and Social Care Act 2008 – CQC’S fundamental standards embody personalisation. Equality Act 2010 – protects individuals from discrimination, ensures individuals are treated fairly.
A rising number of hospitals throughout the U.S. are applying a service model known as integrated health care (Kathol, Perez, Cohen 2010). The need for this is center around this area: Integration has made its approach into the health care settings gradually. This can assist in treating one’s medical and behavioral health needs within patient’s primary care provider’s office, recommending a proper evaluation as a whole person (Blout, 2003). Medical clinics have been used for a many years but its recognition is growing nationwide because of its effectiveness. Impact all parties involved, including but not limited to, patients, providers and insurance companies can be very effective.
This information is used to appropriately implement prevention and treatment for patients. The second outcome integrates analysis of information gathered by healthcare personnel to identify trends and inconsistencies within the healthcare population. Through this the origin of problems can be ascertained, and preventive measures can be instituted. Subsequently prevention will decrease incidences and ultimately the cost to
2. Identify problems that businesses in the case study solved by using mobile digital devices. GE Corporation used the digital devices to monitor and manage their gas turbine inventory and electronic transformers throughout the world with the ability to zoom in from a global map to a specific
1.Identify the problem being addressed and is it a new problem or a well known problem? There are a variety of wearable sensors like location beacons, accelerometers, cameras, and physiological sensors. But then, there is a need to develop a single device that can monitor a wealth of activities. Secondly, there is a need to develop tools and techniques for continuously sensing user activities of interest, in order to develop a variety of truly ubiquitous computing applications.
The government has strived to achieve equity in access and provided a comprehensive range of affordable and quality care. At the same time, it has not neglected services that are in the realm of public goods. The importance of quality and standards of care is without question. Important quality and innovation will attract inward investment and generate income to the nation through many opportunities in the health sector and industry e.g. health tourism, but pose challenges in marketing and branding. The MOH has an established and transparent quality assurance programme but this is not the case in the private sector.
As the healthcare landscape continues to shift, medical providers and hospitals are continuously being challenged to develop clear and concise visions and redesign care delivery in ways that will usher proper transitions to value-based care. As value-based healthcare continues to take root, more and more hospitals and providers are finding themselves with little option but to join the movement. However, the jump from previously utilized fee-for-service models to value-based healthcare is not an easy one, and many healthcare organizations are finding it difficult to do so. The greatest challenge lies in successfully making the transition from volume to value-based healthcare in ways that are financially stable. Such inherent difficulties faced by those within the healthcare system are what have necessitated strategic
Succeeding in value-based care; Building a sustainable clinically integrateed network. Retrieved from http://hsgadvisors.com Sayles, N. (2013). Health Information Management Technology (Fourth ed.). Chicago, IL: AHIMA. Suter, E., Oelke, N., & Adair, C. E. (2009).
The model allows health care professionals to reflect on experiences and find ways to improve their outcomes of different events. It not only looks at the situation but allows you to explore your feelings at the time of the event, as well as at the end of the reflective process. The model gives health care an opportunity to review their actions and explore what could have been improved with regards to their experiences (De Oliveira and Tuohy,