New Technologies and Health Management: The Future of Health is Already Here

New technologies and health management: What is the future of new technologies in health management? These are playing and will play a significant role. Its application is primary if we want to improve the attention and experience of patients.

There are three keys in which technology plays a fundamental role in health management. They are digitalization, the transversality of networking and the accuracy of clinical diagnoses.

We are going to see these three keys below.

New technologies and health management: Digitalization

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Thanks to the incorporation of Big Data in health, numerous improvements have been incorporated for patients and medical professionals.

Another great revolution is the Apps in health. Thanks to these, patients can record relevant information about their health status. This will be of big help in diagnosing diseases, monitoring the patient, etc. It also allows the exchange of information between healthcare consulting firms in India. Continue reading

Hospital cost accounting

To overcome cost management, we must first pay attention to Health Management, that is, plan actions before directing resources and effort, which will avoid wasting energy, time and, mainly, money.  You can check the lack of planning through details, such as the lack of sustainability in the collection and storage of data, with each sector using different systems and without integration. This hinders the integral vision of the processes related to assistance and, consequently, widens the risk of rejection, which generates prejudice.

To avoid this unforeseen, it is necessary to invest in health IT solutions aimed at the optimization of cost management.

A management system (Enterprise Resource Planning – ERP), for example, unites all areas of the hospital, which automates and integrates processes. The technology reduces the mechanical tasks of the financial and accounting professionals, arranging them to reinforce the planning and the audit process of the accounts. Also, the tool integrates the information, which will avoid misinterpretations, errors of accounting records and divergences in billing that will lead to rejection.

But, for the management system to present these results, each process executed in the institution must be mapped and administered.

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Balance

The excellent management of hospital consultancy services in Delhi requires that attention is paid to the costs and supply of supplies, medicines and other essential items for the system. Thus, it is necessary to know the demand to make purchases intelligently. This will avoid two situations that can cause damage to the patient’s care:

  1. The absence of a first item for the provision of the service.
  2. The loss of materials due to expiration. These cause damage and compromise the operation of the hospital.

The ERP that controls the costs also acts in the intelligent management of the hospital warehouse, adding the processes of the pharmacy to those of the purchasing sector. The tool is supplied daily with the data that was generated in the patient’s care and visualizes, automatically, when, what is needed to buy and the quantity – what creates immediate reactions.

With this systemic and integrated vision, it becomes simpler to identify the errors that must be corrected to avoid financial problems. In this way, the institution guarantees long-term sustainability and remains far from the list of hospitals that need to wax their insolvency activities.

Expenses and revenues recognized in cost accounting are based on general accounting. Hospital cost accounting is, therefore, based on the principles of accounting standards, to produce regular and honest information.

Know the costs

The first objective is to know the costs and revenues of the various functions involved in the production of care, whether clinical, medical-technical or administrative functions.

Optimize management control

The cost accounting must allow management control to provide forward-looking information with the results of the cost accounting.

Facilitate management

Cost Accounting hospital consultancy in India provides information to management in order to facilitate appropriate decision-making.

 

Hospital Planning Will No Longer Be Based Mainly on the Number of Beds

The first question that health authorities often ask about hospitals is, “How many beds do you have?” Traditionally, this indicator has been one of the most iconic units of measurement of health planning and one of the most emblematic resources in the psychology of patients.

However, the hospital bed will no longer be such a significant point of reference. This is because of the convergence of factors that intensify and have generated changes in the organization of health systems and the role of hospitals within them.

Hospitals face new challenges

The primary factor in the midst of these new trends is the demographic and epidemiological transition – older populations and a higher burden of chronic diseases and multiple pathologist. This generates a growing demand for services in a general context of secured financing. Also, the pressure on health spending intensifies due to the high inflation rates in the sector, the new high-cost technologies, and the inefficiencies of the systems historically oriented to pay attention to acute conditions in the face of the wave of synchronicity.

The patients themselves have also transformed the way hospital consultancy services in India work. They are increasingly better informed about health, are more proactive in the management of their conditions and have higher expectations about the quality of services. Likewise, information and communication technologies allow new ways of interaction between health personnel and patients, as well as the spatial configuration of services.

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To survive, adaptation is mandatory

There are several ways in which hospitals are responding to this new reality, among which the following stand out:

– Articulation of hospitals in integrated networks of diversified services. Advances in medical technology associated with outpatient surgery and hospital consultancy services (in oncology, for example), the predominance of the chronic patient, and the development of information and communication technologies (ICT) make it possible to transfer services outside the hospital, through tel monitoring recovery and home hospitalization, remote consultations, and medicine.

Also, complementary health services are being configured, such as long-term intermediate care for subacute patients, which seek to reduce the risk of acquired infections in hospitals and use beds efficiently. To adequately care for chronic patients with multiple pathologist, greater continuity of care, multidisciplinary, integration with social health services and strengthened primary care are required.

– Specialization of the offer. The traditional model of the general hospital with a portfolio of similar services has proved unviable in many countries. Therefore, it is increasingly common to find hospitals with a particular focus to increase patient volumes to optimize quality and reduce unit costs. This phenomenon, together with the departure of non-acute patients to secondary health services, is resulting in hospitals that concentrate a higher proportion of complex cases and require more sophisticated medical-surgical interventions.

Consequently, in some countries, there is a reduction in the number of beds for acute patients and also a shorter average stay, associated with the perfection of medical technologies.

– New collaboration and contracting relationships. Hospitals traditionally operated entirely autonomously; however, it is more efficient to structure some independent services that can serve multiple providers. Diagnostic imaging and laboratory, for example, were the first to use this model, maximizing the productivity of technology and human resources of high cost and limited, which could hardly be absorbed by a single entity. Likewise, different providers are integrating clinical services through the creation of unique teams, the exchange or rotation of professionals and residents, the adoption of standard protocols, the joint accounting of production, and the use of ICT.

Beware of Errors in Hospital Management

With the advance of evidence-based medicine, there is a growing concern to avoid errors in medical practice and inpatient care, but there is still much to be developed and improved regarding management errors and how they also affect the performance of the hospital and the patient’s health. Although its consequences are not necessarily as immediate as that of a medical error, the management error can end up having a more significant impact, affecting several patients for an extended period.

Now that you are familiar with the peculiarities of hospital management, it is time to examine how they can become traps and generate errors as shown below: Not planning changes well

Changes are necessary, but it is essential to prepare before initiating any action. You should assess the current situation of the hospital and the situation in which you want the hospital to be in a few years, establish the objectives and goals, define the equipment and resources available for the change, verify which market movement and only then begin to Act.

The change of hospital management system, for example, can impact the hospital for decades, positively or not, then it must be done with excellent security. For all this, it is necessary to reflect on what is the best software, what is the best equipment, what are the advantages presented by each option, how long should you wait for the return of the investment.

The indicators in hospital management to be attentive

When it comes to management, there is no way not to address the indicators, and in hospital management, it could not be otherwise. Only through hospital management consultancy in India it is possible to evaluate the progress of the hospital and verify that the changes are generating positive results or if there are failures in any sector.

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The indicator, therefore, should serve for the continuous improvement of the hospital processes, helping in the mapping of risks, in the identification of occurrences and their causes-origins, in the simultaneous management of multiple projects and the linkage of these to the strategic plan of the hospital. With the indicator, it is also possible to predict crises and plan ways to solve or minimize them.

It is worth noting that the performance indicators, which are associated with patient satisfaction with the assistance provided. The signs are, therefore, essential management tools for the evaluation of the quality of the two services provided and for the control of resources and costs.

Every indicator must exist for a specific reason, giving the manager valuable information about the hospital in the areas of organization, resources and work methodology and helping in making decisions.

It is essential that the manager takes into account that the indicators try to represent merely a complicated situation, indirectly impacting reality and evaluating the hospital through necessary mathematical reports. The index gains strength, not in the meantime when compared with other indicators, whether from other areas or the same locality over time.

In this way, the calculation of an indicator is only the beginning of the process. It is necessary that this information is constantly updated, made available for the hospital team, for patients and for other hospitals, compared with other indicators and only then used in management.

It should be regarded that the quality of an indicator depends directly on the accuracy of the data used and from the calculations. Therefore, it is recommended that the hospital management consultancy services are always automated and does not rely directly on manual operations.

The Goals of Health Outsourcing

The expert first points to the central aspect of the issue: the sustainability of the system. Outsourcing of services does not just create a new relationship between public and private, but it allows to create virtuous circles with the consequent saving of resources. But top healthcare consulting firms in India adds to this topic another well-known issue in assessing the opportunities offered by outsourcing: the addition of new professional skills difficult to integrate into the previous model.

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The mix between public and private

It is an old question of the debate on the integration between public and private. The doubts raised by some reside in the fact that private logic cannot guarantee the pursuit of certain purely public goals. A mix, a mix, collaboration, however, that does not exclude one or the other but makes them interact fruitfully seems to be a satisfactory solution.

Integration is already under way, indicating that there has been a radical change of mentality in the public because it has understood the necessity and convenience of having part of its duties to other people who are more likely to do so, thanks also the slimness and flexibility that they can boast over the public. “

A new method of evaluation

One of the most burning issues in public-private integration is the evaluation. In the past, only economically-focused evaluation systems were adopted. The Balanced Scorecard, on the other hand, aims to take account of extra-financial indicators such as patient satisfaction and the quality of the service provided.

The expert states that evaluation is not a “true science” and therefore improvements are always possible. From what is said in the interview it is possible to say that, even in Italy, the integration of the private in the SSN is now an irreversible process. The new service reflects emerging style, which stands out in the market for its ability to partner with customers and listen to their needs, realizing genuine accompaniment and tutoring in system implementation and training.

Advice

Advice is directed to hospitals, clinics, senior residences, personal services and covers the process review, both for regulatory compliance by ISO 9001: 2015 and for the application of specific technical disciplines. Some areas of application may be:

  • Residences for elderly;
  • Medication-assisted procreation centers;
  • Home care and palliative care;
  • Cord blood banks;
  • Blood banks;
  • Top healthcare consulting firms in India (Hematology, Organ Transplants, CSE Transplants, Pediatrics, Operating Rooms);
  • Centers conducting clinical research;

The main feature of hospital consultancy services in India is the application of a methodology that can:

  • comply with binding norms and voluntary standards;
  • safeguard the care of individual services;
  • To ensure an effective improvement in the quality of the service.

Training

The training is addressed to both the operating personnel and the companies operating in the tertiary and hotel sectors and can be targeted as follows:

  • Clinical risk management;
  • Inter professional communication, with particular reference to those who have a direct relationship with the public;
  • Development of skills in the field of social health care with particular reference to the following competences:
  • Efficacy (Lean method);
  • Empathy (passage from empathy to exotics and empowerment);
  • Communication (Communication skill);

Assertiveness.

Standards for Hospital Certification

Through the certification of ISO standards, it is intended to guarantee compliance with a series of internationally recognized requirements and good practices on different aspects, such as quality, risk and safety management, and the environment or social responsibility, among others. However, these are not the only certificates that exist nationally and internationally, although they are some of the most recognized.

The certification of hospitals is the process through which the work of this type of centers is recognized according to the requirements established in the regulations of the hospital sector. These requirements are called standards and are those that set the level of quality of the health care service.

When a hospital is certified by the authorities of the sector, it means that it satisfactorily fulfills issues such as security and patient care, optimal resources, hospital safety and social welfare. But the certification of hospital services is not the same as that of any product circulating in a given market. What, then, are the scales to measure the quality of said services? How are they established? How can top hospital consulting firms in India help you?

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Types of hospital care standards

To make the audit work easier, the top hospital consultants in India responsible for the hospital certification process have established two types of standards: some focused on patient safety and others related to the management of the centers.

  1. PATIENT SAFETY:

Access to the attention and continuity of it. These are the minimum elements that a hospital center must have to provide its services. A center that does not guarantee access to it or the continuity of treatments cannot exercise quality medical work.

Rights of the patient and the family. The centers must carry out their work within the framework of dignity, respect, good treatment and the right to privacy.

Evaluation of patients. Likewise, medical diagnoses must be efficient and timely. The evolution of the cases depends on them.

Anesthesia and surgical care. It is one of the hospital services that require more rigor and attention. In general, the centers specialized in this type of intervention have an added value.

Management and use of medications. The responsibility of the treatments and the level of the opportunity of each of them is valued.

Education of the patient and his family. That is the work of accompaniment, advice, and help during medical processes or treatments. In this section, the psychological orientation can be derived from the hospital service.

  1. MANAGEMENT OF THE CENTERS:

Management of communication and information. Those responsible for hospital centers must know when to issue certain messages and when not. In this aspect, clarity, opportunity, and truth must prevail.

Prevention and control of infections. Hospital centers must be clean places and where health conditions are guaranteed.

Government, leadership, and direction. The positioning of hospitals depends, to a large extent, on those in charge of their management. The decisions taken from the managerial level will influence the progress and prestige of the centers.

Security of the facilities. Anything that happens in a hospital must be properly identified and regulated by internal regulations.

Training and education of the personnel. It is essential that the personnel that is part of the hospital centers be updated not only in the specific topics of their exercise but also in others such as training in values, human rights, attention to the public, teamwork, risks professionals, etc.

Safe and Quality Patient Care Through Management Process

The management of hospital processes broadens the view of managers about the functioning of health organizations. Through this, you can map all the activities that each employee of the institution develops – from the assistance to the back office -, in addition to monitoring the performance of that work (if it complies with the established standards.). It is about seeing the whole without forgetting the responsibility of each one in the performance of his functions.

Technology can facilitate the implementation of process management since both the methodology and its objective are understood. The concept directs management practices through control and planning actions, in addition to evaluation and review, to focus on the achievement of goals and also in the reduction of errors that may affect the operation of the hospital and impact on patient care.

The implementation of healthcare management consulting in India promotes various changes in the health organization, from identifying opportunities, defining investments in certain areas to reducing costs and storage, increasing production capacity and reducing response time.

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Having access to this global vision of hospital processes enables the manager to identify what needs more attention at that time and, thus, optimize the execution of work – that directly reflects patient satisfaction. However, for this, it is necessary that employees understand their role in each process, and understand how errors and complications affect the functioning of the organization.

Therefore, it is essential that the hospital project consultants in India encompasses all the hospital equipment, which should be trained and involved in the fulfillment of the activities by the established goals.

Essential technologies

Technology can be seen as aligned with the implementation of hospital process management, since it has the potential to streamline and optimize access to data, and organizes them in a systematic way only on one platform. In particular, four computerized systems are essential for organizations that wish to computerize the practice of the methodology.

The first is the Enterprise Resource Planning (ERP), a system that concentrates all the necessary information for the monitoring of the hospital’s processes in one place and, thus, allows quick and easy access to the data.

Already the Patient Electronic Health Record (PEP) compiles the care history of each, and includes the specialists who attended him, the tests he performed, prescription drugs, among others. It also has the potential to optimize the verification of data in healthcare processes, which facilitates the identification of complications and correction of courses.

The finance and billing systems – which can integrate the ERP – are also technological tools that can be used to support process management. They help directly control the activities carried out in the hospital and, by concentrating the data in the same place, help to locate errors that can compromise the financial balance of the health organization.

Finally, the fourth and last essential technology for process management are the supply management systems, which act directly in the control of the dispensing of medicines and other materials, which avoids shortages or expiration of medicines.

It is important to remember that, for the full use of technologies, it is essential – again – to involve and train all employees of the institution. Without the correct complement of the digitized data in the systems – by physicians, nurses and others related to both assistance and other hospital activities – the ability to optimize process management is lost.

Regardless of the technologies chosen, process management has the potential to organize routines and help the hospital balance the quality of attention to the finite resources of health organizations.

How Hospitals Benefit From Innovative Hospital Management

Today, healthcare providers face more and more competitors, increased cost pressures, a growing number of elderly and chronically ill patients, and changing regulatory and quality requirements.

Healthcare reform is promoting a trend from mass to value-based healthcare with new “network” delivery models and more seamless transitions between care settings such as hospitals, outpatients, and home care. In this highly competitive and cost-intensive environment, running a hospital is particularly complex. It requires more transparency regarding quality and cost parameters to enable data-driven decision-making and process innovation.

It’s not an easy task to improve the quality/cost equation: hospitals need a lot of energy and have the infrastructure with the highest fixed costs- and many have built-in inefficiencies.

What can facility managers do?

Hospital consultancy services perform a crucial role in the transition. Improved facility management can deliver significant value, and there are challenges in many areas such as resource, service, space, and energy and quality management. Facility managers focused primarily on service delivery should improve collaboration and align strategies with technical leaders to ensure that “soft” and “hard” facility management sizes are well integrated.

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Here are some ways hospital project consultants in India can improve their company’s performance:

  • Ensure that buildings are up to date and work efficiently
  • Track essential assets and medical equipment in real time
  • Switching from reactive to preventive maintenance to minimize risk and optimize lifelong equipment costs
  • Converting fixed plans and deadlines for service provision to usage-based facility management and predictive clean-up
  • Support the accreditation of the hospital (e.g., by meeting the requirements for permanent access to the object site with linked status and maintenance history)
  • Presenting a quality image to attract patients and medical staff (the best doctors are expecting the best facilities)
  • Gain insight into land use, allocate available land and area requirements, optimize m2 usage, and support relocations
  • Improve energy efficiency and reduce waste
  • Increasing the comfort of patients and visitors (e.g., parking, signage, climate control)
  • Monitor, ensure and record the quality

Best Practice Processes and Software Support

Existing processes must be explored throughout the facility to accommodate new requirements and become more efficient. The need to align with best practices and to be cost-effective is even more significant in cases of mergers and an enlargement of the institution. Integrated FM software can help drive standardization and can generate data for better insights into performance. In healthcare facilities, FMs should focus on best processes that meet regulatory and accreditation requirements.

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IoT technology and usage data

New and affordable smart building technologies enable FMs to improve operations based on actual on-site values. From signage on the property to ample parking for visitors, to user-friendly cleaning through clicks on bathrooms, many imaginative healthcare scenarios can be used. Technological advances are turning the entire healthcare industry around.

Sensor-collected data (big data) can also be integrated with traditional data from facility management software and other data sources, providing great potential for reducing costs and improving the user experience. Facility management will follow suit and benefit from the possibility of new technologies to become even more powerful.

Hospital Consultant and Their Power

The hospital sector is characterized by increasing economic pressure. So the costs rise more than the revenues; there is overcapacity in the stationary market, and the investments of the countries in the hospitals are not sufficient. As a result, a significant proportion of hospitals make annual losses.

Hospitals need to address this market pressure with professionalization in all clinical and non-clinical areas, often withholding non-existent best practice knowledge externally. In some cases, cross-organizational cooperation and strategy adjustments are necessary.

A hospital management consulting company helps to develop and implement necessary measures at the following levels.

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Strategy: As a rule, the projects are based on an analysis of the organization, the market, the competitors as well as the financial situation of the hospital. For the derivation of strategic actions, the medical service portfolio and the organizational framework conditions are critically analyzed. Taking account of customer requirements, either a reorganization plan is developed, or the potential for a joint venture is determined.

Operational: Improvement of operational leadership to meet the current challenges of the market and increase profits. Also, potentials for the reduction of material costs in procurement will be determined (economies of scale). All operational measures identified in Potential Analysis can then be realized by a project management office.

Management of medical offices

Ambulatory medicine, anti-doping, laboratory and cabinet, preventive occupational health, first aid brigades, health outsourcing.

Physicians: Medical and nursing services in the facilities of companies/institutions. Temporary and permanent health seminars for organizations and the government sector. Immunization campaigns (vaccination). Anti-doping tests with chains of custody endorsed by the Ministry of Public Security. Preparation of Occupational Health programs. Preparation of initial and periodic medical examinations. Attention to general health problems. Training in health, safety, first aid brigades. Support for safety in ergonomic evaluations. Occupational health advice. Preparation of preventive programs. Attention and assessment of professional risks.

Clinical analysis- Laboratory and Cabinet. Mobile Medical Unit: Spirometry, Audiometry, Electrocardiogram, X-ray, Sampling.

Remote assistance service Pulses

Telecare service 24 hours a day. Medical guidance, psychological counseling. Emergency care. Reminders of taking medications, reminders of medical appointments, preparation of the electronic clinical record, monitoring of clinical data, glucose, blood pressure, etc. Emotional, social, and family assistance. Scheduled medical visits.

Other external services

Messenger service. Communication management Comprehensive management of institutional events. Telephone exchange, personnel management, and maintenance.

Demand for growing care and declining public budgets. An optimization of the operation of the hospital sector is essential with the help of hospital consultancy in India.

Five Fatal Errors in Hospital Management

An efficient hospital management consultancy in India manages to get the hospital to meet its goals, raise the quality of health services and, consequently, increase its income. But that is not all. When the hospital management is recognized as efficient, this becomes a preponderant factor at the moment of the choice of patients by a health institution. At the same time, it is also an advantage for the hospital to negotiate work agreements with health professionals.

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Improving management is the way to keep operating processes fully operational and enhance the performance of the institution. Know here the five fatal errors that affect the efficiency of hospital management and know what to do to avoid them.

  1. Make quick changes without planning

After identifying gaps that make evident the needs for changes in hospital management, a plan should be the first step in implementing the actions. Hospitals that implement rapid transformations in management without first preparing responsible planning to end up exposing the organization to risks, which can lead to serious complications over time.

It is also necessary to pay attention to the changes in the external context, this depends on the market, and the internal scenario of the hospital organization to, if appropriate, re-evaluate and readapt the strategies and objectives.

  1. Failure in communication between teams

Breakdowns in communication can slow down the flow of hospital processes. The uncertainties, unfocused and inaccurate information make it clear that the work teams lack guidance or were not prepared to act adequately in the functions they should perform. Improving the performance of the organization implies making the best of the skills and competencies of the professionals involved.

For that, it is essential not only that the work environment is conducive to communication, but also that the teams act in an integrated manner, respecting and following standards to ensure uniformity of processes.

  1. Lack of standardization of processes

When there are no established solid standards, the tasks end up being executed differently by each professional, that helps the organization to be chaotic, which demands a great effort even when it comes to carrying out simple actions how to find data, answer questions or clarify orientations to patients.

  1. Do not consider the increase in expenses before expanding the business.

The institution may believe that by maintaining a good performance and achieving good income, it is prepared to make an expansion, opening a new unit. It is an initiative that involves some risks, that is why the hospital must consider that the growth of the business implies the increase of expenses, it is not as simple as only dividing the attention to the patients and dividing the health professionals between the units.

  1. Not being a reference to something specific

A hospital can be a center of reference for various reasons, either by having a team of qualified health professionals, by having a differentiated hospital management model or by offering excellent care to patients.

It is essential that the hospital management consulting company develops a differential to build credibility. Given this need, automating operations is a means of converting the most dynamic management, achieving more fluid processes and ensuring that quality care is given to the patient.

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