The process of creating optimal hygienic conditions in medical institutions is determined by the peculiarities of land planning and development, arrangement and internal planning of buildings, their sanitary and technical improvement, as well as the sanitary condition during operation.
In planning a hospital, getting accurate data is crucial. There are no right solutions for everything and only from a deep understanding of the context, demographics, population served, the necessary medical disciplines or the already existing facilities of the environment, will it be possible to predict and develop an adequate functional program.
Different realities need different hospitals. The design of a centre in a rural environment or in a large urban agglomeration involves different issues, and designing for different countries will involve knowing the different realities of the local context.
In each country, it is possible to identify those common diseases or the most necessary treatments, which will help us plan hospitals that focus on the most serious local health challenges.
The architecture and planning of a hospital are of crucial long-term importance for proper patient care and functionality. They form the basis for optimal work processes and, in turn, minimize the workload of the hospital staff.
Hygiene, flexible work options and cost optimization play an important role in the design of workplaces, but they are not the only factors that play a role: patient and staff satisfaction is also key.
Arrangement and organization of treatment and prevention facilities, in accordance with hygienic requirements, make it possible to:
Create the best environmental conditions for patients;
Contribute to the introduction of treatment and protection regime;
Prevent the occurrence of nosocomial infections;
Facilitate the medical work of medical staff;
Promote the fastest recovery of patients and provide optimal conditions for the activities of health professionals.
After all, without proper hygienic conditions, therapeutic actions are powerless. As science and technology, including medicine, medical technology, and sanitary technology, are constantly being improved, deepened, and scientifically developed, hospital buildings are constantly being rebuilt and completed.
Investment costs for a hospital are unpredictably high. In rational business planning and economic field program, operating and personnel costs should be taken into consideration first, and all this could be done with the help of hospital consultants in Delhi NCR.
In the first phase of business planning, the builder, architects, expert planners and the hospital administration should meet together in order to minimize incorrect investment decisions and unfavorable operating expenses.
It is important that the architects cooperate with the administration and specialist engineers (hospital planners, hygienists) in dissertation.
The basis of business planning consists of equipment planning for construction, form, installation and construction system, medical technical requirements and equipment.
Hospitals are institutions that provide treatment and care for patients with severe and chronic complaints. Hospitals differ in the type, scope, area of expertise and the size of the treatment equipment.
While hospitals were planned as medical surgical institutions in the past, it is emphasized that the institutions are made suitable for human beings with the new trend today, all thanks to healthcare management consulting in India.
As hospitals look towards the “post-COVID-19” doom, they are shifting their focus to increase operational facilities and immediately create additional cost and workflow opportunities. The old saying “necessity is the mother of invention” holds true now more than ever before.
Patient care decision, dictated by necessary safety measures, has obligated hospital leaders to completely recalibrate how they address healthcare visits, pushing mobile-based solutions such as Telehealth, Home Monitoring, Virtual Waiting Rooms, and Virtual Visits; the list goes on and on.
As telehealth proves to be a cost-effective and safe beam of hope for the patient that would otherwise not receive care, it is also a solution for hospitals to give and deliver care amidst overwhelming public concern due to the COVID-19 pandemic.
Expanding access to care through telehealth seems to be a promising option for hospitals. Despite this benefit, however, there are still several concerns with the efficiency and implementation of a hospital virtual care program or Telehealth.
While there are many advantages to implementing telemedicine, there are some sound concerns as well as several misunderstandings. In this article, we will provide solutions to the top 10 concerns of hospitals considering telehealth maneuvering. The primary goal of this article is to provide resources and solutions to common telehealth challenges.
Patient comfort, adoption & retention concerns
A common myth among experts is the concern of an impersonal patient experience due to the virtual environment of a telehealth visit. It is often believed that because patients and providers are communicating through a video screen and that visits are smaller than your traditional in-person visit, a virtual visit will lack a feeling of human contact and cause issues with patient satisfaction. This is a myth; patients often have minor feelings of human connection during an in-person visit than during a telehealth visit.
According to studies, during an in-person visit, 64% of primary care physicians did not ask why a patient came in, and when they did, patients were interrupted within 11 seconds. But, virtual visits – especially those used in telemental health – often compel patients and providers to look each other in the eye. As well, the telemedicine platform can improve synergies for patients who aren’t comfortable seeing a doctor in person.
While there is surely a distance barrier and looking at a monitor can feel less human, there are a few practices that will help your patients feel as though they are speaking with a person and not a computer.
Providers can build rapport with their patients by communicating with them. A simple question, “How are you doing?” can go a long way in building a human connection through a computer. Asking patient-centered subjects about their goals for care at the beginning of the visit can open a healthy discussion between provider and patient. If the patient is fresh to the virtual visit experience, providers can educate them by discussing the aspects of the visit and virtual care.
Making direct eye contact, actively listening, and not interrupting when the patient is speaking can all enhance the patient experience during a virtual visit. In addition, building a welcoming virtual care environment with quality telehealth-appropriate cameras, natural lighting, and room aesthetics can also improve the patient experience.
If the patient is less familiar with initiating a telehealth visit, which is a common barrier for elderly individuals, providers should take special care to create an inviting environment and anticipate their needs, especially for individuals who lack proficiency with technology.
By following these practices, you will make a considerable positive influence on patient engagement and the success of your virtual care program.
Diagnosis & exam difficulties
While telehealth is suitable for a wide collection of care needs-from treating the common cold, flu, UTI, insect bites, sore throats, post-op check-ins, remote monitoring, and more. But, some situations require an in-person examination.
According to a study examining the effectiveness of consumer electronics within a telehealth exam, elements of the physical examination that are easily observed show great concordance, while posterior structures and elements that are difficult to observe using consumer communications technology limit the utility of the telehealth exam.
Providers should use their best knowledge and follow protocol to determine when and how to schedule an in-person exam. The clear advantage of a hospital- or clinic-implemented telehealth approach is the readiness to schedule an in-person visit when necessary.
To lessen the impact on patients, providers should also be prepared to schedule the exam during the telehealth visit. Hospital- and clinic-based telehealth programs should develop a protocol for in-person exams, including scheduling, coordination, payment, and a contactless check-in.
Providers will need to describe the aspects of the exam that will take place, follow-up considerations, and other preparations. For example, if a patient is coming in for a urinalysis to test for UTI, the provider might collect payment and any other information ahead of time to expedite the visit.
Considering COVID-19 and other Healthcare-associated infections (HAI) exposure risks, clinics should also encourage patients to bring a mask and wait in their vehicles if their room is not available upon arrival.
While translating a telemedicine visit to an in-person examination is not always perfect from a patient perspective, full communication about the scope of care and easing the check-in process will drastically minimize any negative impact.
Quality of care & linking concerns
The top patient concern regarding telehealth is the low quality of care. There is not enough evidence to suggest that the quality of care given is lower for telehealth other than what may be derived from limitations of care. Given that telehealth improves access to care through lower costs and by meeting patients where they are, virtual care advances health care consequences.
However, lack of data for care continuity has the potential to add risk as patient records may not reflect outcomes, treatment plans, and diagnoses from outside telehealth providers. This lack of platform unification between providers is common.
However, adding telehealth options within hospitals and clinics where patients receive primary care can eliminate this risk through interconnectivity within the Electronic Health Record (EHR). By using a platform that integrates with your EHR, you can record your practiced workflow and ensure your patients’ e-visits are properly documented and updated for future visits.
In cases where this circumstance is unavoidable, the best solution is to request details of your patient’s latest visit and attempt to access their medical records to eliminate misdiagnosis and treatment risks.
One of the top concerns for telehealth is physician burnout due to lack of face-to-face time with patients and increased time updating the patient’s medical records in the EHR. With packed days, high demand, and increasing burdens and complications caused by COVID-19, clinician burnout is certainly a major concern for healthcare systems and physicians. However, the rate of burnout is primarily a result of workflow inefficiencies.
Telemedicine Reduces Provider Burnout, 42% of providers experience clinician burnout leading to poor performance, which can lead to medical errors. Telehealth can create greater versatility and day-to-day variety through telehealth days. Providers can see patients from their office or their home. This allows them to telecommute and save the total travel time. It proves to be a nice break from daily hustles.
Medicare & Medicaid reimbursement concerns
This is cited as a top challenge for telemedicine programs. The applicability of telehealth has been suppressed for years due to state and central reimbursement restrictions.
Though there has been much improvement in recent years, before the COVID-19 pandemic, federally run Medicare coverage had many limitations on how coverage could be applied. Earlier, for instance, Medicare billing requirements mandated the telehealth visit must take place within a Health Professional Shortage Area (HPSA) and at an authorized originating site, such as a physician’s office, hospital, or skilled nursing facility.
This has completely destroyed any advantage of telehealth as a home option, virtual care visit, and reimbursement was only applicable to specific Healthcare Common Procedure Coding System (HCPCS) and Current Procedural Terminology (CPT) codes.
With the onset of the COVID-19 pandemic, the Centers for Medicare & Medicaid Services (CMS) temporarily expanded Medicare reimbursement and applicable services to expand telemedicine options. This expansion allowed Medicare to pay for visits regardless of location, including within a patient’s home and allows for a wider range of providers to offer virtual visits.
Medicaid has been less limiting. While most states do reimburse for live telehealth, relatively few states cover store-and-forward or remote patient monitoring telehealth. It is a good idea to check your specific state laws and policies.
Telehealth limitations & regulations
Today, health care providers may, in good faith, provide telehealth services to patients using remote communication technologies, such as commonly used apps – including FaceTime, Facebook Messenger, Google Hangouts, Zoom, or Skype – for telehealth services. Furthermore, the established patient with a physician requirement is no longer required, which means a physician can see a new patient and still receive Medicare reimbursement during this public health emergency.
Privacy & security concerns
As telehealth is a virtual bidirectional interaction between providers and patients sharing health information, there is an understandable concern regarding potential privacy breaches, particularly for patients. Providers should ensure patient-provider trust by maintaining strict standards in safeguarding patient privacy and security. When communicating electronic Protected Health Information (ePHI), it is critical to use a system to monitor these conversations and prevent breaches.
Providers should seek a compliant communication platform that will have encrypted data transmission and allows only authorized users to access ePHI. It is essential to consider all potential threats to the integrity of ePHI, particularly virtual environment changes or end-user risks.
For example, if a provider or third-party contractor is working from home, connected to a hospital network, it is important to ensure that they are fully protected against potential cyber-attacks.
According to studies, VPNs are one of the most common, secure, and strong methods for connecting remotely to an enterprise network. However, organizations have been failing to patch core vulnerabilities found in some of the most recommended VPNs, despite repeated warnings and available patches.
For patient end protection, consider executing two-factor authentication to add more protection against cyber-attacks and have a detailed plan to address security and privacy concerns and take measures to protect patient security and ease potential apprehension.
Program awareness Affairs, Sustainability & Growth
Growing efforts and sustainability are both top concerns for any new hospital venture; however, there are some strategic practices to consider before beginning a successful telehealth initiative.
The best methods to establish a virtual care program in an existing hospital includes placement within a specific area of the building, such as near the ER or out-patient check-in, to positively impact the promotion of the virtual care program through physical exposure, shared responsibilities among the providers, care managers, nurses, front desk staff, and schedulers in actively promoting telehealth as an option to current patients.
Technical Training & Restructuring Obligations
Restructuring and learning new methods and processes in preparation to implement telemedicine within a hospital is a labor-intensive endeavor.
There is a need for the characteristics and roles of a clinical telehealth champion who pushes the implementation and virtual care program forward.
The four distinct core components and roles of each telemedicine team: Core, Leadership, Advisory, and Implementation are also needed. Within Telehealth Staff & Care Team Roles & Responsibilities, there must be five cross-compatible roles among existing clinical staff to structure your new virtual care team. You must know the methods to prepare your team and evaluate your program to ensure a smooth patient experience.
Hospital Integration & Implementation Concerns
Implementing and integrating a virtual care option within a hospital may seem a daunting process. However, proper structure, planning, and alignment with the organization’s purpose will facilitate implementation within a tighter timeline.
Providers can start by creating a business plan that outlines the scope of the project, helps determine its efficacy, and steers the next steps. It is important to impersonate your business plan to key stakeholders and discuss the elements and challenges ahead to gain buy-in.
The providers must ensure to discuss their service plan assessment, financial plans, marketing, and optimal placement strategy, organizational structure, security, patient satisfaction concerns, and training framework openly to address any potential gaps and gain momentum.
While there are still some limitations on telehealth, many healthcare providers are innovating to solve these issues and improve their patients’ access to quality care. Now that you know some solutions to the concerns of telehealth, you’re ready to start thinking about how your practice will approach this booming healthcare trend.
Around the world, national healthcare emergency plans have struggled to cope with the force of Covid-19, with healthcare facilities and critical care systems buckling under extraordinary pressure. Faced with a massive inrush of long-term intensive care patients, overstretched hospitals have often had to rely on medical evacuations organized by regional health agencies and even the army. In a growing number of countries, this is leading to a complete rethink concerning the way hospitals are designed.
Flexibility is now the most valuable ingredient of healthcare buildings. Even before COVID, there was a growing realization that buildings of every kind needed to be more flexible, as technological change far outpaces the development cycle. The pandemic has added powerfully to the case for flexibility – intruding operations in every part of the built environment and promising to disrupt markets for many years to come.
In this article, we have specified the top ten areas where we see change coming.
1. Improving Infection Prevention
The hospital’s infection control/prevention unit is going to become a much louder voice in many design meetings going forward. There will be increased demand to make design features more easily cleaned and use surfaces that withstand harsh chemicals. More health systems will use UV light or disinfecting mists in high- and medium-risk areas. Low-risk areas like exam rooms will need more thorough cleaning rules and room turnover processes. All this needs to be done without losing the warmth and hospitality of today’s healthcare designs.
2. Increasing isolation room capacity
The biggest transformation most facilities have undertaken during the pandemic is expanding the number of isolation rooms. Going forward, hospitals will need collections of rooms and entire units and wings that can be negatively pressurized and cut off from the rest of the hospital in a pandemic. These units will need easy ways to get patients in from the ED, as well as trash out, without going through the entire hospital premises. While antechambers are not required in the Facility Guidelines Institute’s guidance, design teams will still need to address how staff can remove PPE without corrupting the hallway outside isolated patient care areas.
3. Limiting shared staff spaces.
Many of the assumptions that we have used earlier in designing staff spaces may need to be reconsidered, including the size and division of workstations within a staff workspace, the number of people in an office, and the number of people sharing each workstation. Large, shared break rooms and locker rooms may be excluded in favor of smaller, more discrete spaces. Additionally, administrative departments may be relocated off-site, or work-from-home arrangements may be devised to lessen the staff on campus. The numbers of students and merchants onsite at a given time may be limited, too.
4. Patients must be triaged by paramedics before they enter the ED.
The predominance of tents outside of EDs during this crisis, and their susceptibility to weather events, points to a need to help our clients re-envision the triage and intake process. We need alternatives to triage people before they walk in the front door, including tele-triage, apps, and multiple entries and waiting solutions, based upon medical needs. Overflow facilities that are external to the hospital need to be resolute, durable, and quickly erected, with utility connections planned for and already in place.
5. Re-imagining waiting rooms and public spaces.
Nobody liked the waiting room earlier, but now it seems unimaginable that people will be willing to sit next to possibly infectious strangers while they wait for an appointment or a loved one’s procedure. Trends like self-check-in and self-rooming will accelerate to reduce interactions with other people. Patients and families will be prompted to wait outside or in their car. All public spaces including waiting rooms, lobbies, and dining facilities will have to be carefully planned, structured, and designed to create a greater physical separation between people, with appropriate queuing.
6. Planning for inpatient surge capacity.
The design of the healthcare organization must be such that it can easily accommodate double or triple the number of patients. The hospital planning team must rethink how they can convert surgical prep and PACU into overflow ICUs. They need to explore through every building system (HVAC, E-power, med gas, etc.) to make sure that the design should be such that the services to these units can meet the vastly increased patient and equipment load.
7. Finding surge capacity in outpatient centers.
The continued growth in mobile or ambulatory care will resume as soon as our current crisis passes. Because many of these facilities are often owned by healthcare systems and already have emergency power or limited medical gasses, they have the potential to provide faster flood capacity, with fewer disruptions, than the field hospitals being erected in hotels and convention centers. As we develop outpatient clinics, freestanding EDs, and ambulatory surgery centers, we need to consider the infrastructure that is necessary for these facilities to support sicker patients during the next pandemic.
8. Inventories for greater supply chain control.
Hospitals and health systems are looking for greater control of their supply chain and will likely stockpile key supplies, equipment, and medication to avoid future supply shortages. They may develop acquisition agreements with third-party supply and equipment vendors for stockpiles they cannot afford to maintain on their own and will expect greater support from their group purchasing organizations. Some stockpiles may be at individual hospitals, while larger systems may maintain supplies regionally or nationally. We will need to design facilities to house these inventories as well as systems to maintain, refresh, and replenish them.
9. Telemedicine’s impact on facility sizes.
Many service lines will likely need smaller outpatient centers in the future as telemedicine reduces the need for exam rooms, waiting rooms, and support spaces. Telemedicine has flourished throughout this crisis, allowing clinicians to perform routine check-ups and triage with patients without putting either doctor or patient at risk. While the future reimbursement for telemedicine is unclear, the impact on these designs will be enormous. The technology is relatively cheap, physicians can see more patients in the same amount of time, and there are virtually no space requirements.
10. Isolation operating rooms and cath labs.
Setting up key spaces that allow for social distancing in design will be predominant. Healthcare entrances will need to consider queuing in line with social distancing and biometric temperature screening requirements.
The Centers for Disease Control and Prevention guidelines on how to operate on an infectious patient require that the operating room remain positively pressurized, that it stays sealed throughout the surgery, and that no activity takes place within the room for an extended time after intubation and extubation. While important, these processes greatly extend the length of surgical cases and limit staff mobility in and out of the room before, during, and after cases. To function more effectively and efficiently, many more hospitals will want ORs and cath labs with the proper airflow and design to protect the patient from surgical infection while protecting the staff in the room and the surrounding facility from the patient. This will need the addition of pressurized anterooms from the OR to both the hallway and the surgical core or control room, careful balancing of HVAC systems, and modeling of airflow within the lab or the operating room itself to ensure that potentially contaminated air is drawn away from the staff to minimize the risk of infection.
Healthcare planners, architects, and designers must take a leading role in creating safer healthcare spaces in a post-COVID-19 world. Executing these types of innovative strategies along with the recommendations of distancing and avoiding contact will let patients receive care in safer spaces.
Unlike most healthcare design trends that develop over several years, these changes have already become essential in just a few short weeks, as hospitals and health systems are forced to figure out how to take emergency changes with limited supplies and resources. In the coming years, healthcare organizations will need to adjust their operations for future pandemics, codes will need to be rewritten to safely meet these new situations, and government grants will be necessary to promote hospitals to make these changes permanent.
The healthcare design industry has a responsibility now to help reimagine the future of healthcare design to best lodge these new operational realities.
One of the factorsthat increases patient loyalty is the prestige that the power of the brand gives you. Some patients choose and stay hospital simply believing in the power and prestige of the brand. One of the most important duties of such hospitals is not to damage this strong perception.
The prestigious hospital does not necessarily have to have brand power. But a hospital with brand power must be prestigious and fulfil the strength of the brand.
Your brand power builds over time, with your advertising work, your high service quality and your dignity in your business. Because branding means transforming into an institutionalized state of quality and nobility. Nobility, on the other hand, depends on having a well-worked corporate culture.
Institutional culture is realized by the understanding and acceptance of the logic of “This is how things work here” by all business partners that make up the institution.
The impact of corporate culture on the perception of prestige and therefore on the brand power you are trying to create is very high.
In hospitals with a strong corporate culture, all doctors and business partners adhere to established behavioural criteria that indicate how they should behave and give a more integrated image. Generally, strong and effective management is done by contacting healthcare consulting firms in India, and this is the reason why we would like to suggest the same thing for you, to contact an expert.
On the other hand, in hospitals with a weak corporate culture, everybody plays differently because no one is sure about what to do and how to do it.
In such hospitals, some doctors and nurses take the initiative and some criticize them constantly. As a result, a chaotic situation emerges, and the patient’s trust in the hospital is damaged.
Knowing your customers closely, following them and doing a deepened data study, establishing a strong call team with a good CRM support will benefit you in terms of customer relations in every sector.
Because in customer relations management, satisfied customers are reflected in the whole process and provide loyal customers. This naturally brings profitability.
Patient satisfaction is a component of assessing quality of care. The measurement of patient satisfaction is part of a global context of the rise in the role of the user in the organization of the health system and the growing role of quality approaches.
The service provided to the customer and therefore its appreciation hold a central place. Today, patients are active partners in the care offered to them and their satisfaction is considered as an indicator of the quality of care.
The collection of their point of view is necessary to assess the quality of a healthcare system as well as the technical considerations that healthcare professionals may deliver.
The quality of this new relationship between the patient and his doctor and the satisfaction expressed by the patient must be evaluated in order to bring about continuous improvement, and this can be done with the help of hospital management consultancy services.
Keep in mind that some patients are more familiar with the digital world than we think. Another recommendation is to reduce waiting times. It is also advisable to create a harmonious work environment. This influences the quality of care received and patient satisfaction with our services.
Nowadays, as patients want to learn about their diseases and participate in the decisions made about them, providing healthcare services determined only by the healthcare team is not sufficient for the provision of quality healthcare services.
For this reason, patient satisfaction is considered as a service process focused on patient expectations and needs in quality health care. Because the patient whose expectations for healthcare services are not met and his family are candidates to become the patients of another hospital.
The orientation of clinics and hospitals is focused, in most cases, on health without considering the comprehensive experience that the patient lives in interaction with the institution.
Each point of contact establishes a perception that influences the Experience and that will undoubtedly be a reason for recommendation or disapproval.
There can be no improvement without first correcting the attention and ways of working. Providers of hospital consultancy services in India know how to approach change. They advise clinics and hospitals to improve from within and create positive experiences.
How to guarantee complete patient satisfaction? How does the patient feel your attention and care? That you are quick to answer their questions by shortening the time to get results? Ensure that your team delivers qualified, patient-centred care? How to shorten the length of hospital stay? Ensure patient safety in a hospital setting? Do you run a medical institution and are looking for answers to these questions every day?
Top hospital consultants in India offer a wide range of solutions to improve patient satisfaction.
As a healthcare manager, you strive to ensure complete patient satisfaction. For obvious reasons, each patient and his family is interested in their own experience of hospital stay: understanding health problems and their treatment; speedy recovery and return home; proper care and safety during hospital stay.
This means that you must provide fast and accurate diagnostics to solve the patient’s problem; appropriate level of training of personnel; provision of qualified medical care, patient flow management and bed allocation; creating safe conditions for hospital stay and rational use of antibiotics.
Medical staff must be qualified, motivated and provide quality patient-centred care. It is important that patients feel proper care of themselves. Clear workplace expectations and working principles help staff develop the right skills.
Hospital administrators must also support their staff to continue their education and keep abreast of new technologies and knowledge in the field of medicine.
Reducing the length of stay in medical institutions
For the patient, this is an early return home to his loved ones. For you, this is also the optimal operation of your institution and the provision of the best possible care for the majority of patients.
Measures of healthcare consulting firms in India on continuous improvement will help your hospital to improve their capacity to minimize waiting time, maximize productivity and improve patient care.
The origin of the problem is easy to identify but not for that reason it has been easy to solve; the critical points of the process are subject to the different objectives of those who compose it and are not aligned with the hospital’s business objectives.
Perhaps doctors give preference to the brands of equipment, drugs or items they were trained with, while the hospital administration is seeking to obtain good quality supply at affordable prices, thus the supply chain is inefficient and fragmented.
Favoring physician preferences for certain items can result in significant cost variations in the budget, and many hospitals are cornered by these types of decisions.
In reality, what the administration should look for is to buy items that contribute to the quality of the service provided to the patient and that have proven to give better results to patients, but how can you make these decisions if you do not have information from your chain of products?
The lack of systematization of the supply chain limits the transparency of the process that supplies follow.
The lack of systems prevents health institutions from accessing the information generated in the supply chain that would allow them to make more informed decisions regarding their processes.
Hospitals, dealers, and purchasing departments must know what they have, where it is used, who requests it, and when it will expire.
It is essential to have tools that automate the supply chain and have analytics of the processed information that allow hospitals to:
Have visibility of the route that supplies take
Have the power to provide higher quality services
Obtain actionable information from each process
Know the demand forecasts for an item by knowing where it is used.
Significantly avoid wastage due to expiration dates.
Avoid “ant storage” by staff.
Increase the transparency of prices by systematizing and standardizing the orders of these supplies made by your doctors.
Obtain information that allows monitoring the use of inputs.
Obtaining a cost-charge capture is more transparent and less complicated in finance and warehouse.
Increase the effectiveness of patient charges.
Technology enables the ability to capture data at all points in the supply chain and share the information generated with key people, these in turn transform this information into usable data for decision-making, making it an asset of the hospital business.
But to achieve the above, it is necessary to connect the supply chain process to the technology of daily use, with top hospital consultants in India, you will get the helpthat will allow you to control:
Warehouses and Inventories
Centralized and Local Purchases
Requests for Subrogated Material/Services
Studies/Articles to be authorized
Purchases to receive
Surrogate Study Reports
Hospital management consultancy in India offers healthcare players its expertise in the optimization and management of complex flows either in the form of development of decision support tools, or in the form of support during the design or reorganization of a process.
As, in most hospitals, the cost of labor is the largest component of operating expenses, the institutions will focus on promoting productivity as a way to reduce this burden.
Fundamental for having an immediate impact on the provision of health services, and even of the population, the performance of the workforce is good to the extent that the institution manages to provide sufficient resources for it to have a good capacity for a fair and efficient response.
Here are some practical tips for the manager of a hospital as suggested by best hospital consultants in India to have an indication of how to increase the productivity of his work team.
1 – Mapping functions and characteristics of the team of professionals
For years, theories supported that the weak performance of the health worker was caused mainly by the lack of knowledge and skills. In recent years, that perception has changed.
To understand why health workers perform differently, it is useful to consider the factors that influence their work as characteristics of the population served, the health system and the environment that surrounds it.
2 – Invest in an IT system capable of supporting the operation as a whole.
Improvements in workforce performance and productivity usually result from a series of interconnected interventions, not from uncoordinated actions or from a single action.
Therefore, hospital consulting companies in India recommend to have an IT system capable of interconnecting all areas of the hospital when seeking increased productivity in a health institution.
A BI (Business Intelligence) system, for example, can eliminate manual processes by reducing the execution time of tasks, standardize operational processes and improve information flow.
An integrated system can avoid the problem of lack of interoperability between various systems operating in public health units.
3 – Involve all teams in the process
Although it is implicit, the lack of collaboration between teams is one of the biggest obstacles to productivity in a public health institution.
In addition to investing in an IT system, the manager needs to stimulate better individual performance and the health workforce as a whole. By creating a process of interdependence between the teams, the fulfillment of the activities is conditioned to the data entry.
In other words, everyone becomes responsible and part of a pre-established and organized cycle, and thus understand the value of the tasks to carry out the total operation.
4 – Create team performance indicators
Apparently it can be difficult to measure and monitor the performance of a team of a public health institution. However, an IT system can translate that process into data, making interpretation easier.
In addition to HR and recruitment indicators, it is necessary to establish new indicators to better capture the performance of the workforce.
5 – Support standards and codes of conduct
It is very common for the productivity of companies to be linked to the misunderstanding of information, excessive expenses and lack of visualization of costs.
However, the performance of health workers in terms of skills and responsiveness is also influenced by their sense of professional identity, vocation and work ethic. Creating values, standards and aspirations are other ways to support and inform productivity. If you are facing any type of problem in your hospital or medical center, the best step for you is to take help ofhealthcare management consulting in India as it can provide you with various solutions to deal with the prevailing problems.
The health system is one of the most important issues for any country. Although the care that patients receive is what stands out the most, to reach this point various processes that intervene in a successful management must be fulfilled.
Today hospitals, clinics and outpatient care centers must deal with different providers, whether of medicines and supplies, as well as with work teams, which are increasingly demanding.
In addition, the patients themselves have become people with much more opinion that although they do not understand the medical terms or clinical names of their diseases, they know very well how they and their families want to be cared for.
The flow of information must be facilitated and patient care made more effective. It is also important to share more the results in the healthcare and economic field and to ensure that the agents involved have the best possible training.
Hospital management is a decision-making process that aims to achieve the maximum benefit for the patient. A hospital, apart from offering medical services, is a place where patients stay.
It is for this reason that different areas such as nutrition, medicine, accommodation, the financial system, the professional team and internal and external communication, among others, must be coordinated.
The final objective of the hospital manager is to integrate the different areas that make up a hospital facilitating the flow of information, guaranteeing the improvement of hospital processes and making the more effective patient care.
The management of a hospital and its services can hardly be carried out without doctors and their knowledge, which constitute the exclusive added value of the organizations that hire and employ them.
This foundation underlines the importance of all the agents involved in the hospital setting having the best possible training and that doctors have enough information to make the “cost-effective” decisions required at each level.
One of its most significant elements is process improvement; the introduction of its tools, which a few years ago were scarcely disseminated, is increasingly being promoted in hospital institutions.
There are new trends in hospital architecture, in the management of resources and human capital, in the management and optimization of key processes.
There are new paradigms related to the expectations of those who work in health, the need for a health culture focused on the humanization of care, safety and the quality of care for the user- patient, family and community – is perceived, strengthened and focused on values, ethics and bioethics.
Addressing problems related to quality of care is one of the main concerns of health systems. Process Management is one of the best practices most used in the health sector in recent decades, as it is an appropriate way to achieve greater patient satisfaction and a more efficient and effective care service.
One of its most significant elements is process improvement; the introduction of its tools, which a few years ago were scarcely disseminated, is increasingly being promoted in hospital institutions.
Management in health care involves the management of labor, financial and material resources of the medical organization. At the same time, the most obvious and seemingly understandable personnel management is associated with a huge number of problems and contradictions.
And the most acute problem is the lack of medical personnel, both doctors and nurses. The most effective solution to the problem of personnel shortage in a medical organization may be to create conditions that motivate personnel to work in it.
Medical organizations, due to the lack of practical experience, theoretical knowledge, do not use advertising and marketing in their activities. Although the principles of marketing in healthcare and advertising of healthcare services and goods are widely used all over the world.
A shortage of health workers is often a major obstacle to strengthening health systems, but efficiency can also be undermined by ineffective recruitment, inadequate training, and poor oversight.
A holistic approach to hospital transformation, based on the central role of doctors and health care processes, can help hospitals and the health system as a whole provide health care that is more financially sustainable, patient-centered, and understandable to doctors.
As suggested by top hospital consultants in India, to stabilize the finances of the hospital, it is necessary to use some initiatives, such as the implementation of efficient Hospital Management that guarantees intelligent accounting and profits.
There are no defined rules that ensure the success of hospital management, but there are factors that must be especially taken care of to increase the chances of creating a successful organization.
The leader is an indispensable role of any institution, he is the person who at the individual level will most mark the organization.
You will be in charge of defining the strategic lines, but you must also know how to motivate those around you, choose your team properly and resolve conflicts in a professional manner. A good leader greatly increases the chances of success of hospital management.
Setting strategic objectives and developing plans with concrete actions that allow reaching them is one of the basic functions of management. The objectives and actions must be periodically reviewed and modified, if applicable. An organization should never be afraid of change.
Patient-centered care is about meeting the needs of patients and the market, although to get to that point, we must first know what those needs are. Communication channels must be opened to collect the opinions of patients and allow them to assess their experience.
Along with this, knowing how to choose the right staff, motivate them, make them participate in the mission and vision of the institution, get their maximum potential and their best performance are some of the great challenges of hospital management.
Hospital management involves continually optimizing what already exists and incorporating changes that lead to higher levels of quality.
We recommend you to contact hospital consultants in Delhi NCR as they will make this procedure simple for you, by giving the advice and suggestions that will benefit your hospital.
In the health sector, different methodological approaches (both quantitative and qualitative) are used to identify the aspects of health care that are most important to patients.
Nowadays, the application of the concept of quality to health services is gaining more and more importance.
However, implementing a system for its management is not an easy task and requires a cultural change in the organization that involves all the actors of the institution in order to satisfy the needs and preferences of patients.
The large population of our country requires health services to be at a level that can meet the needs. Those concerned in the health sector must fully fulfill their responsibilities.
In every sector, quality is the most basic condition for customer satisfaction. Considering the place of quality in the health sector, we can say that it represents a more important and more imperative characteristic than other sectors.
Because the sector, which refers to the area where human life is in question, has been considered by our civilization to be even more important than the existence of the state.
It is revealed that one of the basic building blocks of satisfaction in hospitals and healthcare sector is hygiene. The hygienic and modern structure of the hospitals is a fundamental factor that makes the patients feel safe.
What the Hospital Administration Should Do?
Thefirst step of satisfaction is the adoption of valuing people, especiallyby those who serve in the health sector, and making it a corporate culture. However, there are different factors that need to be done in order to ensure the quality of the service provided to people.
For example, all medical devices that need to be used in the diagnosis and treatment of diseases must be found and used in hospitals. The hospital staff mustfollow the technological inventory developing in the health sector and have a flexibility that can focus on innovations.
In this regard, it is necessary to establish a unit within the hospital and to find solutions to people’s problems with R&D activities.
The relationship with patients and their families, locating and reducing errors, working as a team, involving everyone, feeling part of an organization that needs us and that is moving towards the new changes that the system and the world need, are the essence of the culture of quality, and this is why, we suggest you to turn to top healthcare consulting firms in India.
In addition, a business partnership with a good supplier or manufacturer is an important step to reduce the workload of the hospital management in the provision of healthy, high-quality medical devices that are beneficial to people.
The hygiene of the hospital, the positive communication of the staff with the patient, the doctors conveying enough information to the patients, although it is determined as satisfactory points, the hospital’s continuous renewal and adaptation to the developing health opportunities, and the competition due to the increasing service supply in the sector is needed.
The hospital administration should follow a human-oriented strategy in this regard and continue its development and change with an innovative perspective, and this can be done with the help of hospital management consulting company.