1. BUSINESS PROCESS IMPROVEMENT PROPOSAL FOR MEDICAL CENTER ‘X’ CONVERTING INPATIENT SURGICAL MEDICAL RECORDS: From Patient Admissions To Patient Discharge & Prescription Keith Wymetalek Seattle University, ECIS 560

2. US Healthcare Background: US Healthcare in 2001 = $1.4 Trillion (14% GDP) US Hospitals: Perfect example of ‘Job Shop’ –Bottlenecks, inefficient processes/workflow, poor information Estimated 44,000 to 98,000 people die each year due to medical mistakes (surgical errors, wrong medication, incorrect patient data, etc.) Medical Malpractice Insurance skyrocketing (putting some hospitals and doctors out of business) HIPPA - Strict security rules on patient data –Health Insurance Portability & Accountability Act California Law: Requires hospitals to use implement order-entry systems by 2005

3. “As Is” Business Process

4. BPI Solution: EMR and CPOE Information is critical, especially in medicine: –Electronic Medical Records (EMR) –Computerized Physician Order Entry (CPOE) Benefits: Real-time Information –Timely access to patient history, lab test, radiology, drug interaction warnings, etc. Net Results from Technology: –Greater efficiency: Improved workflow and information access –Shorter patient stays: Better, faster care for patients, greater capacity and revenue for hospitals –Decreased costs: Decreasing paper files (reduced storage and staff)and fewer medical errors (lower malpractice insurance) –HIPAA Compliance

5. “As Proposed” Business Process

6. Potential Barriers to Success Physicians –Changing the way Physicians practice medicine (Physicians killed $20M CPOE system at Cedars-Sinai Medical Center) –Resistance to process improvements and workflow changes Data Security concerns –HIPAA and Sarbanes-Oxley Acts Expensive to implement –Maimonides Medical Center (Brooklyn, NY) spent $44 million (over 7 years) to implement system Net Gain: $50 million in increased revenue (32,000 additional patients) and reduced costs