Give BPM A Chance: Medical Informatics Should Add Business Process Management To Its Toolkit

The American Medical Informatics Association (AMIA) conference occurs this week in San Francisco. I’ve attended and occasionally spoken at this annual gathering of several thousand thought leaders. Ever since SCAMC (out of which the conference evolved) I’ve watched ideas go from gown (academia) to town (industry) over-and-over again.

There is a remarkable exception to this pattern, though. The health IT industry is considerably further along in adopting workflow technology than medical informatics professional are at studying it. And workflow technology, variously referred to as process-aware information systems (PAISs), Business Process Management (BPM), and Workflow Management Systems (WfMSs) is considerably further along outside of healthcare than in health IT. WfMSs have literally been around for decades, but have been little used or discussed in health IT.

Recently, however, BPM and WfMS technology has begun to more rapidly diffuse into health IT. I know this because every year for the past five years I search every website of every exhibitor at the annual HIMSS conference (for example). I search for such phrases as “BPM”, “workflow management”, “process orchestration”, and “workflow engine” (an important software component of these systems, whatever they are called). Five years ago, starting with HIMSS11, there was very little evidence of workflow technology. But then the number of exhibitor websites with interesting workflow and workflow tech storied essentially doubled every year, all the way from two percent to over a third. At this year’s HIMSS15 in Chicago, five percent of exhibitor websites (~75) mentioned “workflow engine” someplace (technical documentation, user forums, sometimes even marketing or on their home page!).

There is something else I do every year. I search the entire AMIA proceedings (over 2000 pages and 100M pdf!) for the same sorts of content (Workflow-Related #AMIA2014 Papers and Posters). I find more-and-more “workflow”s (509 hits this year, not counting hyphenated “work-flow”s due to line breaks and the unfortunate “work flows”). But still very little, if any, evidence of workflow technology. There were only two instances of “Business Process Management” this year. Both were in the titles of references. One was to my 2012 EHR Business Process Management: From Process Mining to Process Improvement to Process Usability. The other was right next to me, to a 2010 workshop about BPM in healthcare. This workshop was, notably, held abroad. Historically, most BPM academic research has not occurred in the US, possibly explaining some of it’s relative lack of penetration into medical informatics research.

Every year during the AMIA conference, I engage tweeps monitoring and tweeting on the conference Twitter hashtag, this year #AMIA2015. Last year I precipitated some interesting debates about whether medical informatics has sufficiently paid attention or workflow technology. I’ve lots of tutorial content on my website (for example, my Workflow Interoperability in Healthcare series), and I offered up this links (another example, BPM-based Population Health Management & Care Coordination: Workflow, Usability, Safety & Interoperability Perspectives). I think I did get a couple dozen #AMIA2015 tweeps to follow me and to continue the conversation after the conference. Thank you! (You know who you are.)

In this post I’d like to point you to two recent articles. One is a traditional (to medical informatics academic eyes) research paper measuring the effects of workflow technology on organizational performance. Several of the surveyed organizations are in healthcare. The other article is about a particular BPM product. I chose it because as much as I love research, it will be actual for-sale products and services that will bring true modern process-aware workflow technology to healthcare customers, employees, and independent providers.

This is the research paper, The Effectiveness of Workflow Management Systems: Predictions and Lessons Learned, is the first longitudinal study of the effective of workflow technology and organizational performance. To follow (and follow-up) so many real-world organizations over so many years must have taken an extraordinary amount of work.


“Workflow management systems are widely used and reputable to improve organizational performance. The extent of this effect in practice, however, is not investigated in a quantitative, systematic manner. In this paper, the preliminary results are reported from a longitudinal, multi-case study into the effectiveness of workflow management technology. Business process improvement is measured in terms of lead time, service time, wait time, and resource utilization. Significant improvement of these parameters is predicted for almost all of the 16 investigated business processes from the six Dutch organizations participating in this study. In addition, this paper includes lessons learned with respect to the simulation of administrative business processes, data gathering for performance measurement, the nature of administrative business processes, and workflow management implementation projects.”

The second paper recently appeared in an IT trade publication, notably Integration Developer News (notable due to the importance of “integration” to interoperability). I highlight this article for three reasons.

  • I am familiar with the Appian BPM platform. They are headquartered in the Washington DC areas, where I currently live.
  • Appian consistently ranks extremely high in both modernity of its technology and ability to execute.
  • What this article discusses is squarely situated among many current medical informatics topics (or, in several cases, should be). The following are the articles tags: agile, Appian, apps, BPM, CEP, data, deploy, devices, integration, mobile, OSGi, platform, SOAP, REST

The title of this second paper is, Appian Modernizes BPM; New Platform Creates ‘Agile Apps’ That Share Any Data, Run on Any Device.

Here are key quotes:

“app platform combines BPM’s power to build apps ‘drawing a picture’ with easier ways for apps to share data and run on multiple devices – often with little or no coding”

“flexible any-to-any environment for apps, data, devices and users”

  • “Faster, visual ways to build apps
  • The ability for apps to retrieve and share data from hundreds of outside sources.
  • Apps the capability to deploy without complex coding on any device, including PCs, laptops, phones, tablets and even wearables and IoT devices.”

“Breaks Silos, Eases Integration … any app should be able to get any data and run anywhere”

“In the old [custom app] vertical model, every app has its own data source and its own interface,” … Today, with so many more data sources and device interfaces, a new ‘horizontal’ model for how apps work is necessary” (play attention SMART on FHIR folks)

“every time you plugged in new data or new users, all those assets became available to the entire universe of users”

“Library of system-specific connectors to established enterprise apps, including SAP, Oracle Siebel, Microsoft Dynamics, Microsoft SharePoint, and Content Management Interoperability Services (CMIS).”

‘Pre-built library of integration options for SOAP and REST web services. These include the ability to model and build complex orchestrations.”

“Complex event processing (CEP) to let users combine and correlate events from multiple systems. CEP will also recognize patterns, as well as define process-based responses and notifications.”

“Data parsing and transformation via data extraction and manipulation tools. These parse and transform content between systems in automated processes.”

“A secure data store to make it easier to govern data integration, to ensure data is only shared where there are permissions.”

OSGi framework-compliant plug-ins and capabilities for custom extensibility.”

“Appian is also enlisting support of many third-party partners for its new app platform. Just last month, the company launched its Appian App Market, a collection of ready-built business apps and components for the Appian platform.”

I don’t know about you, but wearing my medical informatics hat — I designed the first undergraduate program in medical informatics in the early 90s — all the above, all, is extremely on-point regarding today’s medical informatics and health IT challenges. If you read the research paper and trade journal article together, you see two things. First, using workflow technology (AKA BPM) is nontrivial but worth it. Second, from a (potentially) health IT and medical informatics perspective, you see specific software capabilities of a leading BPM platform.

If you are attending this week’s AMIA conference in San Francisco, or simply monitoring the #AMIA2015 hashtag, I hope you’ll, to paraphrase a Beatle, “Give modern BPM a chance.”

@wareFLO On Periscope!


Click the following to see the entire conversation…

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Radiology, Service Design, Servicescapes, and Scenography: The Workflow of Patient and Family-Centered Care

I’m delighted to see @Jim_Rawson_MD on the Healthcare Leadership tweetchat this week, having met him this spring at the Healthcare Systems Process Improvement Conference. He tweeted something very nice about me, which I cannot resist embedding here! :)

I reviewed materials supplied by @Colin_Hung at the end of his blog post Radiology + Patient & Family-Centered Care and I was struck by the relevance of, guess what … wait for it… workflow! No, really, let me make my case.
Take, for example, In the Patient’s Shoes. Radiologists Question and Evolve the Patient Experience With Input Straight From the Source.

I could quote at length, about waiting rooms, waiting for results, complete patient experience from appointment to followup, turnaround times, and especially “Rawson helped adjust the department’s entire workflow.” But you get the idea.

In fact, other aspects described, such as wall colors, anxiety, calm, and recovery rooms are also about workflow, if you think of workflow in terms of my personal and favorite definition:

  • “A series of activities, consuming resources and achieving goals.”

Sometimes I talk about tasks or steps instead of activities, but activities works best here, because we more naturally think of patients as involved in activities than tasks or steps. Consuming resources, that’s costs, including, perhaps especially, costs to the patient, from financial to physical to mental and emotional. Goals, those are self-evidently patient goals, from a patient-centered perspective.

However, I wish to discuss workflow from a slightly different perspective, from that of the fascinating disciplines of service design, servicescapes, and scenography.

  • Service design is a form of conceptual design which involves the activity of planning and organizing people, infrastructure, communication and material components of a service in order to improve its quality and the interaction between service provider and customers”
  • A servicescape is “the environment in which the service is assembled and in which the seller and customer interact, combined with tangible commodities that facilitate performance or communication of the service”
  • Scenography is the seamless synthesis of space, text, research, art, actors, directors and spectators that contributes to an original creation.” (Also see Scenography: A Ritz-Carlton Secret For Creating A Magical Customer Experience)

All and any of these three Ss (alliteratively reminding us of “Service”) are relevant to Patient and Family-Centered Radiology. A major contributor to imaging patient experience is their visit to the radiology department or imaging center and their interaction with staff there.

But here is the thing. If you read about service design, servicescapes, and scenography, you’ll see workflow ideas popping up over and over!

Let’s start with service design. You’ll see the phrases, “sequences of actions and actors’ roles”, “temporal sequences” and “time sequences” in a service encounter over and over. One of the roles of service design professional is to literally, visually, draw out current and alternative workflows. One of the important tools of service design is “specification and construction of processes.” AKA workflows. Then there is the “service blueprint”: “to map the sequence of events in a service and its essential functions in an objective and explicit manner.” AKA workflow diagrams and process maps. Now consider “service drivers”: functions make work “fluent” and clarity requires each step to be assigned a simple understandable role. The “customer journey” is often literally drawn as a workflow diagram or process map.

How about servicecapes? One of its most important ideas it to essentially use the physical environment to direct sequences of activities of staff and customers. This can range from painting arrows on walls and floors to much more subtle clues, such as using aesthetic signals (people tend to move toward more attractive locations than less attractive locations). The physical environment can be literally used as a workflow engine to propel and funnel human activity.

Scenography (applied to non-theatrical venues) is about using the theater arts to turn service environments into “stages” on which “actors” “play” “roles.” Used mostly in the hotel industry, it’s about making you a star in your favorite movie (Bogart and Becall in the hotel in Key Largo, Sponge Bob in your undersea neighborhood). Just like in servicescape, props are not random, we expect them to be used — that fancy pen on the desk expects to be used, and that computer kiosk expects to be used. And the order of use is a workflow just as a play’s script has stage directions that turn into three-dimensional tableaus facing an audience.

Practically speaking, what does all this mean? Folks who understand the above ideas need to meet and observe and understand the patient. And one person who is a natural, who deals with workflows all the time is what used to be called the hospital “management engineer.” In the old days these were trained as industrial engineers (my MSIE). Today they sometimes called health systems engineers, though increasingly many non-industrial engineering professionals think in terms of workflows.

I could stop here. We need people trying to improve radiology patient and family imaging experience to think in terms of “workflow.”

But I won’t stop here. Just as data without date technology is foolish, workflow without workflow technology is foolish. In fact, radiologists were early adopters of workflow technology. They use it to collect images, to customize imaging workflow, to intelligently distribute images to remote viewers for reading and so on. In fact, the speech (and increasingly, natural language) technology radiologists use to transcribe and create value from transcriptions also has some of the most sophisticated workflow technology in the heath IT industry.

Radiologists need to use their knowledge of workflow technology to include patients in the workflows they design, manage, and participate it.

So, to summarize this post I say this: Look at radiology patient and family imaging experience not just through the lens of physician, staff, and patient workflow, in all its senses, including physical environments. Also think about how to use workflow technology in build workflows that include patients, systematically collect data, and continually improve patient and family imaging experience.

I am looking forward to tonight’s #HCLDR twitter chat!

P.S. I encourage you to read all of @Colin_Hung’s Healthcare Leadership tweetchat tee-up blog post Radiology + Patient & Family-Centered Care including @Jim_Rawson_MD’s content and questions.

@wareFLO On Periscope!


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Low-Code Cross-Device Native Mobile Health Workflow Apps via Business Process Management

One of the things I love about HIMSS mHealth conferences are all the resources for software developers of mobile apps for health. In line with that theme I’d like to describe a new (to healthcare) way to create great mobile health apps with great workflow (Hey, I wouldn’t write about it otherwise!).

Start with the healthcare workflow!

Now, I don’t mean understand healthcare workflow and then dive into Swift (iOS), Java (Android), or HTML5. I mean draw the workflow in a workflow editor. Draw the forms you want to appear at certain steps in the workflow. Popup some dialog boxes to connect your mobile health app to healthcare data and to customize business logic. Then push a button to generate native mobile apps running on multiple mobile platforms. What is this sorcery? Business Process Management (BPM).

What could be easier?

This sort of low-code development has been around for years outside of healthcare. It’s just taken this long for it to finally diffuse into healthcare, where we need it badly. Think about it, most healthcare software development is caught between the horns of a dilemma. Either we use existing software someone else has written, usually from scratch, which may or may not fit out workflows, or we write healthcare software from scratch ourselves. In the first case, we are dependent on someone else, who may or may not understand (or even care) about our workflow, and who may or may not keep that software up to date. In the second instance, you are often stuck with a mess. Healthcare organizations typically don’t have full time mobile programmers. If you hire someone to create an app, it’s expensive to create and then often even more expensive to maintain.

Instead, if you invest in the right Business Process Management (BPM) infrastructure, you have a third alternative. You can draw your workflows and automatically turn them in to real, live, mobile applications, and native and cross-platform to boot (that’s software pun).

If you don’t believe me, seeing is believing. Let me introduce two examples into evidence.

The first example of drawing a mobile health app was a couple years ago when I was a Google Glass Explorer (by the way, Glass is not dead, at least not in healthcare). The following three pictures go from chicken scratching on whiteboard to workflow diagram on the computer to some of the screens I saw when using the mobile glass app. It was a workflow system for hospital environmental service personnel (housekeeping is a really really important contributor to patient experience). It took an hour to create the workflow diagram in the first place, and then an hour to have it demoed for me and then tweaked a bit more.












In this second example Doug demos how to create an awesome health plan mobile provider membership app… WITHOUT HAVING TO WRITE ANY COMPUTER CODE! Sorry, I had to all caps that… This is exactly what I am taking about when I blow the workflow technology horn, AKA modern BPM application platform. (BPM stands for Business Process Management).

If you are a mobile health app developer, PREPARE TO BE WOWED! :) (Read more about what I have to say about BPM-based low-code mobile development here here and here.)

Be sure to increase your video resolution to the max, because you’ll want to pause it at various points, to more closely examine the application designer screens.

OK! Let sum it up. Healthcare software development, including mobile health app development, needs to start creating software in a completely different manner to which we are historically accustomed.

  • Don’t buy expensive software that doesn’t fit your workflow, and which may abandon you high-and-dry.
  • Don’t create software from scratch, in geeky computer languages such as Java and Swift. You won’t be very good at it.
  • Do create custom workflow software, running natively across multiple mobile devices, by drawing your workflows.

That is all!

@wareFLO On Periscope!


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Workflow Usability Principles for Health IT Tools: EHRs, Apps, Platforms

This post is prompted by [#HITsm Chat 11.6.15] Usability Principles for Health IT Tools. I’ll be simulcasting using Periscope during the #HITsm chat and will post link here, once it exists! :) (Unlike Blab, Periscopes can be scheduled yet.)

As usual, I interpret the questions within a healthcare workflow technology context.

Relative to workflow usability principles, take a look at my 2009 EHR/EMR Usability: Natural, Consistent, Relevant, Supportive, Flexible Workflow.

Topic 1: What problems in health have you seen that seem to be caused by, or at least exacerbated by, poor Web or mobile interface design?

Non-adoption due to inefficiency and ineffectiveness.

Topic 2: Which EHR vendors and health-related Web sites making effective use of modern, interactive Web and mobile interfaces? Examples?

Ironically, some of the pre-Meaningful Use EHRs had more modern user interfaces! This was because there was great variety and experimentation. The one I know best won the first three consecutive HIMSS Davies Awards (2003-2005). On small screens observing Fitts and Hicks laws is essential. I wrote about that in The Cognitive Psychology of EHR/EMR Usability and Workflow.

I’ve not heard much praise for any Meaningful Use certified EHR with reasonable-size user base. My further impression is that users take health-related websites pretty much for granted, even when they work well. For example, folks are so used to quickly searching, finding, and using health info, that they really do take it for granted, which perhaps is a form of praise. In the mobile health app space, there are some reference apps that get high marks. But there are no app-based EHRs I know of that have anywhere near the functionality of top desktop EHRs. And where they exist, I suspect user will find their workflows nearly as complex.

I think on needs to point out that comparing an app to a desktop EHR is a bit like comparing one of the simpler screens of that EHR to the entire EHR. In other words, don’t over estimate modern web/mobile UIs.

Heads down high productivity data and order entry workflows require chaining screens, apps, web pages, etc. And this is exactly why current systems, mobile, web or otherwise, do terribly. Why? Because there is not inter-task, inter-screen, inter-app infrastructure with a model of the work or workflow to execute, consult, and interpret user actions.

By the way, check out No More Isolation: Why Apps Cooperate More (love “app thrashing”!) and my Twitter conversation with its author (click date to expand conversation).

Topic 3: What do you think is holding back vendors from doing as well as good e-commerce sites?

Complexity of data and workflow. What’s the solution? Software that can model data and workflow. Most current health IT software basically models data and hardcodes workflows. By modeling the data we can change the kinds of data and relations among data to fit the needs of a particular domain. However, we can’t do the same for the workflows.

On a typical e-commerce site you authenticate, search, read, browse, purchase. The workflow is simple and the same no matter what you buy. In an EHR workflows are complicated and different from each other. When I use to design and support EHR workflows, a single workflow might consist of a couple dozen or more screens. I think the most complicated workflow was something like 30-40 steps and screens in a pediatric EHR for in an adoption clinic. The large number of tasks was due to children who had literally never been seen by a pediatrician, so there was a lot of catch-up work.

Topic 4: Are consultations with clinicians during EHR and app design sufficient to take clinician needs and workflows into account? What more could developers do?

Consultations with clinicians during app design may be sufficient. Apps have much more simple workflows than EHRs, which can almost be thought of as collections of dozens of apps working together against a common database (which today’s apps don’t do).

In contrast, consultations with clinicians during EHR design are usually insufficient. There are too many different possible workflows. There is no way for all of that knowledge to pass from the real world through the clinician’s brain through the programmers brain and into the collection of supported EHR workflows. This is why EHR should be based on workflow platforms. On a workflow platform not only can clinicians help design individual workflows (divide and conquer) but approximately correct workflows can be pushed out to the field and then tweaked by users in an iterative cycle of workflow improvement (see BPM life cycle).

Use workflow tech so user can change workflows after implementation w/o having to go back to programmers and recompile, test, reinstall, etc.

See my Citizen-Soldier, Citizen-Developer, User-Programmer, Physician-Informaticist for more on this topic.

Topic 5: Which open source solutions in health IT are making significant inroads in the industry? What gaps should the open source communities fill in health IT?

There are not yet a lot of open source workflow tools for use in healthcare (tho see first link below for a list). Keep in mind they are just the beginning, so there is not a lot out there to compare to yet. However I think we need to distinguish among open source vs open data versus open workflow. There are closed source proprietary workflow platforms, which nonetheless support relatively open workflows. Not only is are the workflows open to inspection, these workflows can sometimes also even be exported and re-imported into other workflow platforms.

@wareFLO On Periscope!


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From Bed Management To Workflow Management and Experience Orchestration

What kind of conference do I enjoy most? Apparently, a TeleTracking 2015 Client Conference, which I attended last week in Nevada. As a premed-accounting major (only one I’ve ever heard of), TeleTracking was full of customer success stories about reduced costs and increased revenues. With an MS in Industrial Engineering, TeleTracking was full of IE concepts (cycle time, throughput, capacity management, and utilization rates). Plus an MS in Intelligent Systems (medical informatics), TeleTracking was full of health IT, interoperability, and care transition technology.

Big picture: TeleTracking was about two areas rapidly gaining prominence in thinking about healthcare and health IT: productivity and experience. There is an important connection between these two concerns. What is the connection? I am sure I will surprise no one who follows my tweets or who has read this blog before: Workflow.

You may have heard of the cocktail party effect? It occurs when you hear something just sort of pops out at you, punching through a noisy environment. It’s usually a word or sound that has special significance to you. Your name. Your baby crying. Or, in my case, I’ve never been anywhere where I heard, over the crowd noise, all the “workflow”s I heard at TeleTracking. In my opinion, this is a very good thing.

TeleTracking 2015 occurred in a great location: Lake Las Vegas, Nevada.

At TeleTracking the following statistics stood out.

  • Baptist Memorial reduced time to admit a patient 75 percent, from one hour to 15 minutes.
  • Health First reduced time to discharge a patient 81 percent, from 9.1 hours to 1.7 hours.

There were actually many impressive statistics. I’ll focus on just the above, because I don’t want this blog post to be too statistics heavy. Just know this: I saw hundreds of statistics about improved overtime; dirty bed response times, turnaround times; missed transfers and transfer volumes; unplanned discharges, avoidable discharge delays, calls per day between nurses, pharmacists, and front desks; transport request durations, incoming transfers, patient throughput times and satisfaction scores; and a lot more.

I’ve used a variety of “workflow informatics” technologies for several decades. The statistics I saw and heard are consistent with my previous experience. However, workflow tech is still relatively rare in healthcare. And I’ve not seen it applied as the scale TeleTracking is applying in not just large hospitals but across entire health systems with multiple hospitals (with associated opportunities to address interhospital transfer problems and opportunities).

Let’s turn from productivity improvement to patient experience improvement. There is a direct causal arrow from efficiency to improved patient experience.

Imagine you are waiting for a bed or waiting to go home. Imagine waiting an hour for the bed and nine hours to go home. Now imagine waiting 15 minutes for a bed and less than two hours to go home.

Here’s another example, one involving a TeleTracking core competency, “tracking” people, objects, task, and workflows. Moment by moment, TeleTracking tracking tracks patient location. Apparently there is an app allowing families to see whether their family member is in their room or not. This prevents, for example, a college student from taking a bus crosstown to the hospital to visit his mom, only to find her room empty.

TeleTracking tracks more than just people and objects, but tasks and workflows as well. In this, TeleTracking is in what academics called “process-aware” territory. Process-aware information systems have some kind of model of process, or workflow, and use this model to improve all kinds of useful statistics, from cycle time to throughput, to task visibility and safety, to visualizing workflow state, in real-time, as in, “the patient’s wound was just closed”, represented using a suture symbol.

Real-time workflow and task status is useful to lots of people, from those who clean the operating room to nurses waiting for the patient up on the floor. This same information, which can be so valuable for creating more efficient and safe patient workflows, is also extraordinarily appreciated by families waiting for news of their family member’s progress. They can watch their loved one’s journey, step-by-step, through each major stage of operating room and surgical workflow, via a real-time dashboard.

There is a pattern here. The same real-time data, about healthcare events happening and status changing, is essential for both greatly improving healthcare workflow efficiency AND patient experience. To me, this was the most exciting potential that TeleTracking made me think of: Can we make our healthcare system much more efficient while at the same time greatly improving patient experience? Yes, but it takes a combination of real-time visibility into all relevant healthcare workflows and using that information to drive other real-time workflows to improve efficiency and experience.

I enjoyed TeleTracking 2015 Client Conference, for reasons already stated, and the Pittsburgh connection. TeleTracking is based where I lived for twelve years. Every time I met a TeleTracking staff member, I asked them where they lived and hung out. From Cappy’s on Walnut in Shadyside to the 54C between the Southside and Oakland, we had great fun comparing professional and personal workflows and life-flows of another kind!

In particular, I finally met Pittsburgh’s Bill Strickland, who keynoted the conference. His life story of creating successful communities by believing in the best, not the worst, in people resulted in multiple standing ovations.

I tweeted the following, toward the end of the conference. I was trying to distill down to a single tweet what I found most interesting about TeleTracking. It’s pretty dense, and really intended for fellow healthcare workflow tech geeks. But it might be useful to unpack and explain as a summary and conclusion to this post.

“Remarkable scale of event-driven propagation of patient & task state across HC enterprises 2 apps & users”

By “event-driven propagation” I mean when something happens, information that something just happened is immediately sent somewhere useful. Why is this important? Because in healthcare lots of things can’t happen until some prerequisite thing has happened but most current healthcare organizations and health IT systems aren’t very good at this, so stuff that should get done, instead languishes. The results are delays, longer cycle times (time from beginning to end of workflows), and reduced throughout and capacity.

By “patient & task state” I mean tracking not just the location of things objects and people, but also tracking status changes, such as from not-ready-to-be-discharged to ready-to-be-discharged, or starting-surgery versus finishing-surgery. This kind of information, instantly propagated to the right person and the right can dramatically improve hospital workflow, especially patient flow.

By “across HC enterprises 2 apps & users” I mean workflows inside of one healthcare organization, such as a hospital, can be enormously important to workflows inside another healthcare organization, such as a hospital receiving a transferred patient. (In fact, I recently wrote about this topic during a 7000-word, five-part series on workflow interoperability).

Finally, by “Remarkable scale” I mean I haven’t previously seen such quantity of tracked data, and also sophisticated combination of different kinds of tracked data, display of that data, and triggering of complex healthcare workflows using that data. Much of the health IT world is about patient data in databases put there by a variety of means, but recently especially electronic health records. This kind of data is important, for patient care and understanding outcomes, but we need more. We need data about when important healthcare events occur and then means to drive other healthcare events. To me, this is the important secret sauce TeleTracking brings to the healthcare and health IT table.

All in all, great conference! Learned a lot. Confirmed a lot (about things I believe about healthcare workflow and workflow technology). And enjoyed a lot.

@wareFLO On Periscope!


P.S. Below are some of my tweets during the TeleTracking conference. There were some great slides, both from customers and from employees.

  • Community Access Portal (provider facing)
  • Command Center
  • On-Call Schedule

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