Aeroscout Canada
description
Transcript of Aeroscout Canada
E ll i Q litExcellence in Quality
© 2008 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice
Digital Hospital in Practiceg pHigh Value Asset Tracking
for Healthcarefor HealthcareDiane Beattie
Integrated VP Health Information and CIO
London Health Sciences CentreLondon Health Sciences Centre
One of Canada’s largest teaching g ghospitalsThree campus sitesOver 10,000 staff membersAnnual patient care activity– 795,700 outpatients visits– 146,600 emergency visits– 40 000 admissions40,000 admissions
Patient information stored on 7 million visits
St. Joseph’s Health Care, L dLondon
Ambulatory care, mental health, yrehabilitation, complex care, veterans care, long term careFive sitesFive sitesOver 5,100 staff membersAnnual patient care activity– 479,000 outpatients visits– 25,418 day surgeries– 47 600 annual urgent care visits– 47,600 annual urgent care visits
Patient information stored on one million individuals
Governance OverviewGovernance Overview
LHSC and SJHC Structure– A shared CEO – Cliff Nordal– Integrated Vice Presidents and Senior
Medical DirectorsMedical Directors– Citywide departments
• London Laboratory Services Group (LLSG), Healthcare Materials Management Services (HMMS)
– Integrated departments• Information Management, Biomedical
Engineering– Individual departments
• Finance, Human Resources
London Health Sciences Centre and St J h’ H lth C L dSt. Joseph’s Health Care, London
Provide majority of acute and ambulatory j y yservices for approximately 1.5 million patients
Affiliated with the University of Western Ontario and more than 30 other educational institutionseducational institutions
London’s largest employerg y
Home to Lawson Health Research Institute and CSTARand CSTAR
We Believe Enabling Technologyg gy
Provides care givers a greater sense of g gcontrol in workplace
Creates an aura of an “enlightened organization”
Reduces “non value” repetitive work
Leads to more timely patient care decisions
Mitigates “errors” and “hassle factor”
We Believe Enabling TechnologyWe Believe Enabling Technology
Enhances timely collaborationEnhances timely collaboration among caregiversAccess to clinical information is enhancedFacilitates the multiple care transactions that are always in motionMoves us closer to offeringMoves us closer to offeringHigh Tech: High Touch care
Our EPR Definition
RegionalHospitals Community
S i
FamilyPhysician
HomeCareRegional
Hospitals Inte
grat
ion
- Partially Complete
pLTC Facilities
CPOEClinical
Clinical Decision
ServicesHospitalsLTC Facilities
I
form
atio
n
- Focus
ED Patient
OrdersAutomation
ElectronicSi t PACS Blood Peri-Operative
ManagementReporting
ChronicDiseaseMngmt
Pharmacy
ClinicalDocumentation
Decision Support
Tran
sf
on We are here
GeneralLab PowerChart Pathology
Tracking
Dictation&
Transcription
ChartCoding &
CIHIAbstracting
PatientScheduling
Radiology,Nuclear
Med
ChartDeficiency
ChartTracking
PatientRegistration
Signature PACS Bank Care
Notes
Foun
dati
- Revise and
Upgrade
What is a Digital Hospital or H lth S tHealth System
Enables the Organization to leverage its t ti l f d li i hi h litpotential for delivering higher quality care
in increasingly efficient ways though the use of IT and process redesign
Relies on technology as an integral and fundamental part of its business strategy
Goes beyond advanced clinical systems and includes additional integration b t IT di l i ti dbetween IT medical, communication and building technologies to create a real-time information environment
So What Do Care Givers Thi k d W tThink and Want
U d t d th “A t f th P ibl ”Understand the “Art of the Possible”
Needs to be aligned with their strategic initiatives and drivers
They need to be engaged in the process
Architectural Business ITAssessmentWorkshop
Day 2 AM
RecapDay 1 AM
Introduction
Business IT
pFormat Technical
View
Recap
BusinessView
Introduction
Strategic
Wrap-upWrap-up
Day 2 PM
Recap
Day 1 PM
Recap
ImplementationView
Wrap up
FunctionalView
Wrap up
Tactical
Wrap-upWrap-up
Digital Hospital I f W k hInfrastructure Workshops
FFocus on:1) Business goals and objectives2) E t i th P i iti ti f2) Engagement in the Prioritization of
required functions3) Develop a high level solution and3) Develop a high level solution and
validate the implications4) Create an implementation roadmap
that is aligned with the priorities identified in 1 and 2 above
Key Elements of HPGM for ITSABased on stakeholder participationBased on stakeholder participationOrganized as a set of four fundamental viewsfundamental viewsExpressed as principles, models, and standardsand standards
Functional
Businessview
Technicalview
Functionalview
StakeholdersPrinciplesPrinciples
Implementationview
PrinciplesPrinciplesStandardsStandards
ModelsModels
HPGM for ITSA SummaryyThe HP approach for the DHI solution architecture is:architecture is:– Based on stakeholder participation– Organized as a set of four fundamental views– Motivated by key business
drivers, goals, and metrics– Expressed as a set of principles, Functional
Businessview
p p p ,models, and standards
– Linked to actions to ensure timely progress
Technicalview
Functionalview
p g– Supported by an extensible framework
of methods, tools, and techniquesImplementation
view
Why We Chose RFID First?Why We Chose RFID First?
Becoming a mainstream technology for g gylogistics operationsAsset location and tracking– People (eg. Infants, elderly, staff)– Equipment
IdentificationIdentification– Positive identification of patient, staff,
medications
State monitoringState monitoring– Environmental conditions (eg. Temperature,
humidity)
The RFID OpportunityThe RFID Opportunity
Asset loss 15% or greaterAsset utilization currently 35-40%Equipment search times of 30 minutes or greaterProductivity loss for Biomedical Engineering for preventative maintenance due to equipment being in sebeing in useLabour costs for environmental monitoringmonitoring Inventory management
Principles for the ProjectPrinciples for the Project
Solve a real problemp– Ability to locate not just any infusion pump, but
the right infusion pump– Predictable sizing of fleet replacement
Engage Clinical Staff
Maximize the deliverables– Enhanced wireless network– Multidimensional expansion
• More assets within the same footprint• More locations to track the same assets
Principles for the ProjectPrinciples for the Project
Leverage existing assetsLeverage existing assets– Citywide wireless network infrastructure
in all clinical locations– PCs and thin clients located within the
target locationsFleet of infusion pumps used within– Fleet of infusion pumps used within Paediatrics environment
– Partnerships with Hewlett Packard and pCisco Systems
Project GoalsProject GoalsClinical/Medical Staff
E h ti t th h id l ti f– Enhance patient care through rapid location of equipment
• Goal: location of the right device in less than 2 minutes 100% of the time for clinical users
Biomedical Engineering– Quickly locate broken equipment and support
preventative maintenance efficiencies– Reduced time to locate devices by Biomedical
Engineering staff
Hospital OperationsHospital Operations– Fleet rightsizing
• Device utilization to be calculated using busy/idle statistics gathered as part of the trial
• Equipment movement patterns to be reviewedEquipment movement patterns to be reviewed
Solution PartnersSolution Partners
HP– Project management, relationship with
Cisco and LHSC/SJHCCiCisco– LHSC and SJHC network infrastructure
is Cisco-based– Relationship to Aeroscout
Aeroscout– Industry leadership position,
relationship with Cisco
Implementation OverviewImplementation Overview
All technology proven in a testAll technology proven in a test environment prior to implementation200 pumps tagged p p ggPilot ran for five weeks45 minute training for clinical staff45 minute training for clinical staff, Biomedical engineering, help desk personnelUser feedback solicited using vendor-supplied rewards; Tim’s cards and an iPod raffle
Project MilestonesProject Milestones
Spring 2008Spring 2008– Wireless network modifications,
including migration to Lightweight Wireless Access Point Protocol, addition access points to support location services, removal of IPX ,routing, introduction of location appliance
Project MilestonesProject Milestones
Summer 2008– Tagging of infusion pumps– Creating of training literature– Stakeholder communication and
training– Implementationp– Gathering of user feedback– Measurement of project deliverables
against planagainst plan– Development of calculator to determine
future expansion costs
Solution Architecture
AeroScout
b lMobileView4.0
Location Engine
Wi-Fi
Network
Wi-Fi Tags, clients, integrated sensors
Device TaggingDevice Tagging
Device TaggingDevice Tagging
Device TaggingDevice Tagging
Coverage – 2nd FloorCCTC and PCCU
Filtering Searches
Can search by:Can search by:– Name (Department, – BME number))– Category– Status– Location– Group
Tag Button ConfigurationTag Button Configuration
Primary (large) button pressPrimary (large) button press– Press once to set pump status to IN USE
Primary (large) button long press– Press and hold for 5 seconds to set pump status to AVAILABLE
Secondary (small) button long press– Press and hold for 5 seconds to set pump status to REQUIRES
MAINTENANCE
Using the buttons will help you locate “available” pumps – the system is only as good as the users y gusing it!! Primary Secondary
FeedbackFeedback
“It's a great step in the rightIt s a great step in the right direction”“I know it's not perfect yet, but it p y ,seems pretty good”“We should tag harder-to-find gdevices, pumps aren't that hard to find”“We need to make sure everyone uses the buttons on the tags, not
i ”everyone is”
Benefits and ROIDirect Benefits
and ROI
Reduced Capital & Operational Expenses
Regulatory Compliance
Improved Quality of Care Increase Revenuesp p p y
Reduce purchase of Increase regulatory Reduced safety Increased patient pnew equipmentReduce rental costsReduce shrinkageStaff efficiency
g ycompliance ratesReduce staff time spent on manual searching, logging
yincidentsReduced wait timesIncreased staff time with patients
pthroughputIncreased capacity of critical departments (OR/ER)y
and monitoring procedures
Increased staff productivity
Implementation ChallengesImplementation Challenges
Technical– Removal of IPX traffic from the wireless
network; affected all notebook images, Workstations on Wheels
– Repositioning of existing Access Points; confusion with contractors on coverage service vs. location-based service
– Tag quality; we may have received a bad batch– Location accuracy; assets shown on the wrong
side of external wallsside of external walls– Quality of maps when drilling down on a large
scale map; room numbers unreadable
Implementation ChallengesImplementation Challenges
People and ChangePeople and Change
– Communication and training for all staffCommunication and training for all staff who handle a pump
– Staff forgetting to push the “busy” indicator button on the tag while pump in usein use
– Staff claiming “ownership” of the device
What Did We LearnWhat Did We Learn
Working together is a dailyWorking together is a daily experienceProjects have to be driven by j ybusiness needs not I.T.Circle back– Implementation is just the beginning
Communicate, communicate, communicate– Change management is key
Strong partnerships
What Did We LearnWhat Did We LearnPeople Perspectives– Find an effective means of communicating with
clinical staff; email isn't necessarily the best– Education and training for end users is
essentialessential– Get everyone on board quickly. Show the
benefit of the system and get everyone comfortable with the system so they can focus on their jobs and find pumps quicklyon their jobs and find pumps quickly
– Budget the correct amount of time for project staff to dedicate to a project; Don’t layer on top of other project and support activities
– Determine early adopter areas and have project team and stakeholders sign off prior to implementation
Lessons LearnedLessons Learned
Project Perspectivesj p– Allow time to recalibrate in the middle of the
Implementation. Wireless isn't an exact science. Environmental factors may impact y pprogress (traffic flow, building construction, materials, liquids, etc.)
– Take special care of tag location and mounting p g gmethods on assets. Make them easy to use for staff pressing tag buttons to change status
– Allow budget and time for proper training of g p p gtechnical/project staff
Next StepsNext Steps
Evaluate RFID expansion to otherEvaluate RFID expansion to other devices and areasLink asset tracking to other ginitiatives such as positive patient identificationLeverage expanded wireless infrastructure on other projects such
S Ph i ias SmartPhone integration, reduction of pager requirements
Future RFID Healthcare Ideas
Real-time Equipment T t
Workflow & Patient &
Asset
Management
Equipment
Maintenance
Temperature
Monitoring Resource
Management
Patient &
Staff Safety
Technology for better business and health outcomes