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Humber River Hospital Breaks New Ground with the Opening of Canada’s First Hospital Command Centre

Posted by Matthew Smith on Nov 30, 2017 8:58:22 AM

November 30, 2017

Toronto, ON – Today Humber River Hospital (HRH) opens Canada’s first hospital Command Centre built in collaboration with GE Healthcare Partners (GEHC), addressing capacity, safety, quality and wait time issues that have preoccupied hospitals across Canada. The impact of the Command Centre will be felt immediately by patients, physicians and care providers.

“As North America’s first fully digital hospital with a commitment to high reliability care, our cutting-edge technology, insight-rich data and human expertise comes together through the Command Centre to create an excellent patient experience that is both timely and safe,” states Barbara Collins, President and CEO of HRH.

“Ontario is a place where today's innovative ideas are fast becoming tomorrow's world-renowned scientific, medical and technological breakthroughs,” said Reza Moridi, Minister of Research, Innovation and Science. “Congratulations to everyone at Humber River Hospital and GE Healthcare Partners for advancing innovation in Ontario, and for helping deliver the best in care to patients and their families.”

HRH began its digital transformation back in 2005 when planning started for the new site of the Humber River hospital, which opened October 2015. Since going fully digital, HRH has experienced a 20% increase in benefit and efficiency. Now, with the addition of HRH’s Command Centre, the hospital expects to double benefit and efficiency to 40%.

“Whether it be the flu season that brings with it an influx of patients to the emergency department every year, or the fact that Canada has an aging and growing population, there are always pressures, both expected and unexpected, in acute care hospitals,” says Collins. “The digital transformation and command centre are focal points of our strategy to deal with these pressures.”

“Over the next few months, the Command Centre will enable an increase in capacity equivalent to opening a small community hospital within our walls,” explains Collins.

The Command Centre includes a Wall of AnalyticsTM that provides advanced real-time and predictive insight, which triggers cross-functional staff co-located in the Command Centre to take action. This team works together to synchronize care delivery activities (e.g. patient discharge), eliminate delays in care and resolve patient flow bottlenecks (e.g. transferring patients from emergency to an inpatient bed) as soon as they are detected in the Command Centre. The alerts and actions that come to life daily in HRH’s Command Centre will also provide the basis for analysis and process re-engineering by staff throughout the hospital so that certain issues can be avoided altogether.

“Humber’s Quality Command Centre is all about action in support of care-teams and patients,” said Jeff Terry, Managing Principal of GEHC Partners. “It’s an honor to serve the Humber River Hospital team. Humber River is in the vanguard of a global command center ecosystem that is creating new tools and methods to improve quality and efficiency in healthcare.”

The Command Centre plan is a multi-generational roll-out that drives increased capacity, improvements to quality care, and a high reliability environment. Future phases will further enhance high reliability care and will allow the hospital to partner with the community so that more patients will be able to be cared for at home.  

Collins said “The Command Centre contributes to the HRH vision of working together to deliver innovative and compassionate health care in our community.”

Capacity Command Centers


HRH_1.jpg

The Command Centre is located in a 4,500 square foot space. The Command Centre includes 20 workstations, 22 LED screens.


HRH_3.jpg

Jane Casey, Command Centre Director at Humber River Hospital, stands before the Centre's Wall of Analytics.


HRH_2.jpg

L-R Dr. Susan Tory, Command Centre Medical Director; Jane Casey, Command Centre Director
HRH_5.jpg
 
 The Humber River Hospital Command Centre team monitoring real-time data from their work stations.

 All photos courtesy of Humber River Hospital

 

 

Topics: Command Center, Humber River Hospital

Humber River Hospital Opening State-of-the-Art Command Center

Posted by Matthew Smith on Oct 30, 2017 3:40:48 PM

Courtesy of InsideToronto.com

Staff at Humber River Hospital will soon be able to tell when a bed is free, if an area needs cleaning, or there is a delay in patient care.

North America’s first fully digital hospital will open its state-of-the-art, digitally-advanced Command Centre which uses complex algorithms, predictive analytics, and engineering to target improved clinical, operational and patient outcomes, Thursday, Nov. 30.

A first of its kind in a Canadian hospital, the 4,500 square-foot Command Centre, to be situated on the third floor of the Keele Street and Wilson Avenue hospital, will be made up of 26 screens and staffed by a team of 15 from various hospital departments.

Designed and built with GE Healthcare Partners, the site will include a GE Wall of Analytics processing real-time data from multiple source systems across hospital. The system applies advanced and predictive analytics and provides a continuous “read out” alerting staff to everything from delayed patient care activity to unbalanced physician and staff workload. This information provides real-time decision support so staff can prioritize patient care activities and discharges, make short-term staffing decisions, and mitigate potential bottlenecks before they occur.

The Command Centre will be funded through ongoing business investments, private donations, and efficiency savings.

For Barb Collins, the Command Centre has been 12 years in the making.

That’s when Humber River Hospital’s president and CEO met Michael Dell, founder of Dell Technologies, who explained the capability of monitoring computers based around the world.

She likened the hospital’s Command Centre to airport command centres, where flights are monitored in detail.

“We’ll know what’s going on throughout the hospital,” she said. “We’ll be looking at patient flows, what beds are available. Is a patient waiting two hours (for test results)? Why? Right now, there’s no global view of what’s happening. (Staff) have to phone or email each other. With the Command Centre, all they have to do is look at the screens. We are trying to eliminate delays.”

Collins said the hospital had to become fully digital before embarking on the Command Centre because “there was no way we could collect data before electronic hospital records became real. This is a dream come true.”

Topics: Command Center

Humber River Hospital in Toronto Turns to Advanced Analytics to Improve Patient Care

Posted by Matthew Smith on Jul 26, 2017 11:36:47 AM

As populations grow and age, many hospitals are being stretched past their limits. Rather than apply temporary or partial fixes to address the challenges that underlie this busy, acute care hospital, Toronto’s Humber River Hospital has chosen to implement a holistic, state-of-the-art hospital Command Center that will enable it to achieve radical gains in quality and efficiency.

The hospital partnered with GE Healthcare Partners to conceive, design, and build the new 4,500 square-foot Command Center, a cornerstone of which will be GE’s Wall of Analytics that processes real-time data from multiple source systems across the hospital. Using complex algorithms, predictive analytics and cutting-edge engineering, the hospital intends to do two seemingly contradictory things: improve quality of care and patient access while at the same time reducing costs.

That may sound like an out-sized ambition, but there’s a good precedent for such a radical increase in efficiency: airports. Air traffic control technology was a guiding inspiration as GE designed a better way to extend reliable healthcare to meet the needs of more patients.

Blue-Sky Thinking

The introduction of air traffic control technology in the 1960s allowed airports to swiftly transition from scheduling a few hundred flights a day to managing thousands. Whereas, the volumes of aircraft and flights have increased tenfold, they all vie for the same space. Many airports now see millions of passengers pass through every day.

Despite the vast complexity of such a logistical challenge, the airline industry became significantly safer and more efficient in the process. So it’s no surprise that when GE Healthcare began developing a comprehensive approach to enable hospitals to better manage congestion, they modelled their solution on air traffic control.

Adding a digital Command Center was a natural fit for Humber River Hospital, not only because it’s recognized as North America’s first fully digital hospital, but also because the busy facility must serve a region representing more than 850,000 people. 

The extremely high demand became quickly apparent. After construction of the new hospital was completed in 2015, the hospital was slated to reach full capacity in five years. Instead, they reached that point in just five months.

“We’re at full capacity and we’re only going to see more and more patients through our front door. How are we going to deal with that?” asks Peter Bak, the hospital’s CIO. “We can’t just say, Sorry, you’re going to wait longer. That’s not acceptable.”

Powered by Digital

Bak and his team have overseen the implementation of the many tools that earned the hospital its high-tech notoriety, from software that empowers patients to review their own health records, to fully automated robotic systems for delivering supplies and dispensing medication.

These digital systems offer incredible efficiency, quality and safety benefits. For example, a doctor at Humber River Hospital can expect the results from a lab test in under sixty minutes, guaranteed. In a traditional hospital, the same manual process can take up to four hours and is prone to labelling errors and other defects.

But even though Humber River Hospital’s digital approach has yielded great results, it has not yet been fully harnessed. What the Command Center will do is amplify the impact generated from digitized processes, work flow and information flow by offering a holistic real-time view of how the hospital is operating.

Seeing the Big Picture

“People work in their focus area, and so they don’t see the big picture,” Bak explains. “They’re not seeing what’s happening at the other end of the hospital, and how what they do might have a bearing on what’s happening somewhere else.”

The aim of the Command Center is to empower a team of co-located staff to monitor, prioritize and expedite activities with the goal of driving far greater efficiencies. At Humber River Hospital, those efficiencies are anticipated to enable the hospital to deliver care to more patients with the same number of beds its operates today, and avoid a projected shortfall of 40 or 50 medicine beds by the year 2021.

Increased capacity isn’t the only outcome that the hospital is anticipating from its new Command Center. Another is improved reliability. “We need to drive hospitals to a point where they don’t make errors,” says Bak. “The Command Center acts as a second set of eyes and allows us to reduce the potential for mistakes.” By integrating systems and applying analytics a small team can observe the “outliers” and intervene ensuring that delays will not go unidentified, resources will not go under-utilized and patient care actions are taken accordingly.

The Command Center will also enable much better integration across levels of care. “We want the hospital to be the hub of an ecosystem that drives health for the 850,000 people in our community,” Bak explains. “Instead of patients having to physically go to the hospital to access specialty services for diagnosing and monitoring a condition, in many instances the patient can remain in the community and be serviced remotely with the use of technology.” Someone in the Command Centre will be monitoring, intercepting risk and expediting action when it is required, using analytics powerful enough to monitor the status of thousands of people, and not just the ones in the physical building.

“There are plenty of digital tools to make healthcare better, but they’re less effective when they are working independently of one another,” explains Bak. “Humber River Hospital’s new Command Center provides the much-needed synthesis to make all those systems work together.” The outcome? Reliable, high-quality care for more people.

Topics: Command Center, Hospital Command Center, Wall of Analytics

Command Centers: Shining the Light Between the Seams

Posted by Matthew Smith on Mar 16, 2017 1:09:49 PM

Don't miss Command Centers: Shining the Light Between the Seams--co-presented by GE Healthcare Camden Group and The Johns Hopkins Hospital at Becker's Hospital Review 8th Annual MeetingApril 17-20, 2017 in Chicago.

Session Overview:

Physicians want the best outcomes for their patients, but have minimal control at the juncture where treatment delays and many problems develop--at the seams between caregivers, facilities and hospital units in a patient’s journey. That’s about to change. The emergence of command centers in hospital settings delivers real-time and predictive decision-support tools, enabling optimal decisions at the moment they are required. These technological resources permit multiple systems in an enterprise to work in harmony with each other by applying data science to redesign system dynamics across a delivery network.

The Johns Hopkins Hospital, for example, employs GE’s Command Center to reduce patient wait time in the emergency department, accept more highly complex patients, and reduce waits following surgery. The facility has experienced a 70 percent reduction in OR holds and a 24 percent increase in pre-9:00 a.m. discharge orders.

Command Centers shine a light into the seams in care, maximizing efficiency, enhancing utilization, reducing risk and improving outcomes. While there’s a lot of talk about delivering seamless care, these resources offer the missing link providers need to explore this territory and retrieve vital information at the moment it is most essential.

Presented by:

Bree Theobald, Vice President, GE Healthcare Camden Group

James Scheulen, PA, MBA, Chief Administrative Officer, Emergency Medicine and Capacity Management, The Johns Hopkins Hospital

Date:

Wednesday, April 19

3:05-3:45 PM

Location:

Hyatt Regency Chicago
151 E. Wacker Drive
Chicago, Illinois 60601

Register for Becker's Hospital Review 8th Annual Meeting:

Command Center, Capacity Command Center

Topics: Care Management, Command Center, Bree Theobald, Capacity Command Center, Capacity Management

GE Healthcare Included in Fast Company's "Top 10 Innovative Companies in Health"

Posted by Matthew Smith on Feb 13, 2017 1:42:10 PM

GE Healthcare is featured as one of Fast Company's Top 10 Innovative Companies in Health of 2017. As part of the magazine's World's Most Innovative Companies ranking, the Fast Company reporting team reviewed thousands of enterprises searching for those that tap both "heartstrings and purse strings" and use the engine of commerce to make a difference in the world.

From Fast Company:

GE Healthcare works with partners ranging from the University of California San Francisco to Johns Hopkins to develop both hardware and software technologies that solve some of the most pressing problems in health care. Some are drawn from health systems; for example, UCSF needed a partner to develop machine learning algorithms for medical imaging, and Johns Hopkins needed a NASA-style command center to better manage patient flow in and around the hospital. Early results from Johns Hopkins have been promising: The hospital has reported a 60% improvement in the ability to accept patients with complex medical conditions from other hospitals around the region and country; its ambulances are able to get dispatched 63 minutes sooner to patients at outside hospitals; and its emergency department is assigning patients to beds 30% faster.


To learn more about The Johns Hopkins Capacity Command Center, watch this short video and click on the links to Modern Healthcare and Health Facilities Management, below.

 

To speak to the GE Healthcare team about Capacity Command Centers, please click the button below:

Capacity Command Centers

 

Topics: Hospitals, Hospital Operations, Command Center, Capacity Command Center, Capacity Management, Hospital Occupancy

Two New Hospital Command Center Articles Highlight Increased Efficiencies in Patient Flow and Facility Operations

Posted by Matthew Smith on Dec 7, 2016 12:22:01 PM

Two recently published articles showcase the new Judy Reitz Capacity Command Center at the Johns Hopkins Hospital in Baltimore. Designed and built by GE Healthcare Partners, the Command Center takes a page out of the aerospace and aviation industries by combining the latest in systems engineering, predictive analytics, and problem-solving to better manage patient flow in and through the hospital and other operations.

A story featuring the implementation of the Johns Hopkins Wall of Analytics appeared recently in the Innovations column (print edition) of Modern Healthcare. Command Centers Help Manage Flow highlights how command centers bring together patient-flow decision makers and equip them with data and analytics to help them prepare for surges and avoid delays in care.

To read this article on the Modern Healthcare website, please click the button below. Current Modern Healthcare nonsubscribers may register for free. Upon registration, viewers will have access to 12 free articles every 30 days.

Command Centers, Wall of Analytics,

Likewise, Command Center Leads to More Efficient Facility Operationswas recently published by Health Facilities Management. This article delves into some key areas of operational improvement and highlights results already realized, including:

  • Patient transfers. There has been a 60 percent improvement in the ability to accept patients with complex medical conditions from other hospitals around the region and country.
 
  • Ambulance pickup times. Johns Hopkins’ critical care team is now dispatched 63 minutes sooner to pick up patients from outside hospitals.
 
  • Emergency department flows. A patient is assigned a bed 30 percent faster after a decision is made to admit the person from the ED. Patients are transferred 26 percent faster after they are assigned a bed.
 
  • Operating room transfers. Delays from the operating room after a procedure have been reduced by 70 percent.
 
  • Patient discharges. Twenty-one percent more patients are now discharged before noon compared with that of last year.

To read this article in its entirety, please click the button below to be taken immediately to the Health Facilitites Management website:

Command Center, Capacity Management, Operations


To request more information or to contact the GE Healthcare team about Capacity Command Centers, please click the button below:

Capacity Command Centers

Topics: Command Center, Capacity Command Center, Facilities Operations, Patient Flow

Last Chance for Webinar Registration: The Academic Health Center of the Future—New Approaches to Capacity Optimization and Command Centers

Posted by Matthew Smith on Nov 9, 2016 3:43:11 PM

As a reminder, registration closes soon for tomorrow's webinar, The AHC of the Future—New Approaches to Capacity Optimization and Command Centers. The webinar is complimentary and is hosted by the Association of Academic Health Centers. Please consider attending this webinar, featuring GE Healthcare Camden Group thought leaders.

Webinar Details

Webinar Title: The AHC of the Future: New Approaches to Capacity Optimization and Command Centers

Host: Association of Academic Health Centers

Date: Thursday, November 10, 2016

Time: 1:00pm to 2:00pm (Eastern Standard Time)

About this Event

Today, academic health centers (“AHCs”) across the country are experiencing capacity challenges, including: admitted patients wait too long; patients are held in OR and/or PACU; patient bed assignment is not optimized for patient and overall flow, patient flow is not well integrated between facilities, and so on.

Not only does this result in a poor patient experience, but the challenges are further compacted by the need to lower costs under payment reform while still expecting strong volume. There is an urgent need for new approaches to capacity management as AHCs are forced to either build new capacity or function at higher levels of utilization. Capacity is a costly and ultimately scarce resource, and every effort must be made to value it accordingly. But how can you create more access for higher acuity patients in a way that is cost effective? How can you efficiently manage capacity and the care model while still leaving time for meaningful teaching/mentoring? How do you truly enable innovative transformation in organizations with deep-rooted cultural traditions?

Most AHCs have exhausted the low-hanging fruit of optimizing care in one area and need to optimize for the entire system. This session, presented by University of Michigan Health System (“UMHS”) and The Johns Hopkins Hospital, in collaboration with national healthcare business advisory firm, GE Healthcare Camden Group, will focus on innovative, forward-thinking approaches two leading AHC systems have undertaken to improve patient flow and optimize capacity to achieve measurable outcomes, including designing and implementing a first-of-its-kind command center. Using both systems as case studies, the speakers will share their experiences, challenges, and successes with achieving capacity transformation without expansion, as they enable the transformation needed to thrive as an AHC of the future. 

About the Presenters

James Scheulen, PA, MBA

Jim Scheulen is the Chief Administrative Officer for Emergency Medicine and Capacity Management for Johns Hopkins Medicine. He is responsible for the operations of the 5 Johns Hopkins Health System Emergency Departments which together manage nearly 300,000 patient visits per year.  Read more...

Mary Martin, MPA

Mary Martin joined the UMHS as Associate Hospital Director - Surgical Services, University of Michigan Health System (UMHS), beginning July 28, 2014. Her areas of responsibility include the departments of Anesthesia, Orthopaedic Surgery, Otolaryngology, Physical Medicine & Rehabilitation, Speech-Language Pathology, Psychiatry, Surgery, Transplant, and Urology. Read more...

Bree Theobald

Ms. Theobald is a vice president at GE Healthcare Camden Group and has been leading healthcare organizations through transformation efforts for more than eight years with GE Healthcare Camden Group, focusing on utilizing simulation modeling and advanced analytical tools to optimize inpatient, procedural, and clinic capacity. Read more...

Jennifer Naylor

Ms. Naylor is a senior manager with GE Healthcare Camden Group specializing in the areas of capacity management, care delivery, and hospital operations. She also has experience in patient access, designing/implementing governance models, and leading transformational change as a certified change agent. Read more...

To Register

To register for this complimentary event, please click the button below to be taken directly to the webinar registration page.

AHC Webinar Command Center

Topics: Webinar, Command Center, Capacity Command Center, Association of Academic Health Centers

Complimentary Webinar: The AHC of the Future—New Approaches to Capacity Optimization and Command Centers

Posted by Matthew Smith on Nov 4, 2016 11:33:06 AM

Webinar Details

Webinar Title: The AHC of the Future: New Approaches to Capacity Optimization and Command Centers

Host: Association of Academic Health Centers

Date: Thursday, November 10, 2016

Time: 1:00pm to 2:00pm (Eastern Standard Time)

About this Event

Today, academic health centers (“AHCs”) across the country are experiencing capacity challenges, including: admitted patients wait too long; patients are held in OR and/or PACU; patient bed assignment is not optimized for patient and overall flow, patient flow is not well integrated between facilities, and so on.

Not only does this result in a poor patient experience, but the challenges are further compacted by the need to lower costs under payment reform while still expecting strong volume. There is an urgent need for new approaches to capacity management as AHCs are forced to either build new capacity or function at higher levels of utilization. Capacity is a costly and ultimately scarce resource, and every effort must be made to value it accordingly. But how can you create more access for higher acuity patients in a way that is cost effective? How can you efficiently manage capacity and the care model while still leaving time for meaningful teaching/mentoring? How do you truly enable innovative transformation in organizations with deep-rooted cultural traditions?

Most AHCs have exhausted the low-hanging fruit of optimizing care in one area and need to optimize for the entire system. This session, presented by University of Michigan Health System (“UMHS”) and The Johns Hopkins Hospital, in collaboration with national healthcare business advisory firm, GE Healthcare Camden Group, will focus on innovative, forward-thinking approaches two leading AHC systems have undertaken to improve patient flow and optimize capacity to achieve measurable outcomes, including designing and implementing a first-of-its-kind command center. Using both systems as case studies, the speakers will share their experiences, challenges, and successes with achieving capacity transformation without expansion, as they enable the transformation needed to thrive as an AHC of the future. 

About the Presenters

James Scheulen, PA, MBA

Jim Scheulen is the Chief Administrative Officer for Emergency Medicine and Capacity Management for Johns Hopkins Medicine. He is responsible for the operations of the 5 Johns Hopkins Health System Emergency Departments which together manage nearly 300,000 patient visits per year.  Read more...

Mary Martin, MPA

Mary Martin joined the UMHS as Associate Hospital Director - Surgical Services, University of Michigan Health System (UMHS), beginning July 28, 2014. Her areas of responsibility include the departments of Anesthesia, Orthopaedic Surgery, Otolaryngology, Physical Medicine & Rehabilitation, Speech-Language Pathology, Psychiatry, Surgery, Transplant, and Urology. Read more...

Bree Theobald

Ms. Theobald is a vice president at GE Healthcare Camden Group and has been leading healthcare organizations through transformation efforts for more than eight years with GE Healthcare Camden Group, focusing on utilizing simulation modeling and advanced analytical tools to optimize inpatient, procedural, and clinic capacity. Read more...

Jennifer Naylor

Ms. Naylor is a senior manager with GE Healthcare Camden Group specializing in the areas of capacity management, care delivery, and hospital operations. She also has experience in patient access, designing/implementing governance models, and leading transformational change as a certified change agent. Read more...

To Register

To register for this complimentary event, please click the button below to be taken directly to the webinar registration page.

AHC Webinar Command Center

Topics: Webinar, Command Center, Capacity Command Center, Association of Academic Health Centers

Early Data Show Hospital Command Center at The Johns Hopkins Hospital is Leading to Positive Impact on Patient Care

Posted by Matthew Smith on Oct 27, 2016 2:07:29 PM

The Johns Hopkins Hospital has launched a state-of-the-art, advanced hospital control center. The Judy Reitz Capacity Command Center, designed and built with GE Healthcare Partners (GE), combines the latest in systems engineering, predictive analytics and innovative problem-solving to better manage patient safety, experience, volume, and the movement of patients in and out of the hospital, enabling greater access to Johns Hopkins’ lifesaving services. The Capacity Command Center incorporates systems engineering principles, which are commonly seen in most complex industries, such as aerospace, aviation and power. But for health care, an industry that deals with critically ill patients, integrating these tools has been difficult.

Since it opened earlier this year, representatives from 50 health systems across the U.S. and from four countries have visited the Capacity Command Center. Early results demonstrate improved patient experience and operational outcomes in the following areas:

  • Patient transfers from other hospitals: There has been a 60 percent improvement in the ability to accept patients with complex medical conditions from other hospitals around the region and country.
  • Ambulance pickup: Johns Hopkins’ critical care team is now dispatched 63 minutes sooner to pick up patients from outside hospitals.
  • Emergency Department: A patient is assigned a bed 30 percent faster after a decision is made to admit him or her from the Emergency Department. Patients are also transferred 26 percent faster after they are assigned a bed.
  • Operating room: Transfer delays from the operating room after a procedure have been reduced by 70 percent.
  • Patient discharges: Twenty-one percent more patients are now discharged before noon, compared to last year.

To read more about the Command Center and its results, please click here.

To speak to the GE Healthcare team about Capacity Command Centers, please click the button below:

Capacity Command Centers

Topics: Command Center, Hospital Command Center, Capacity Command Center

Digital Twins Revolutionize Strategic Planning in Healthcare

Posted by Matthew Smith on Aug 29, 2016 1:04:36 PM

By Jeff Terry, MBA, FACHE, Managing Partner, GE Healthcare Partners

What’s a Digital Twin?

A digital twin virtualizes a hospital (or other) system to create a safe environment in which to test the impact of potential change on system performance. In other words, to play “what if?” with system dynamics. This is important because healthcare delivery is massively complex. Common sense, spreadsheets, and statistics just don’t have the horsepower to inform strategic decisions. 

Are Digital Twins New?

Not exactly. Digital twins use discrete-event-simulation techniques which have been around for 30 years and applied successfully in healthcare to model departments like radiology. But modeling a hospital above about 400 beds has proven too difficult for all but the most experienced modelers using the best tools. 

What is New?

What’s new is using digital twins to design efficient new hospitals and to redesign system dynamics in existing large hospitals. "System dynamics" includes bed mix, staffing, model of care, floorplan, bed algorithm, etc. This is becoming more common with better toolkits and more experienced practitioners at companies like GE and EY. For example: GE analytics consultants using our healthcare-specific simulation platform have modeled >1,000 bed academic medical centers 75% faster than teams of PhDs using traditional methods.  

How are Digital Twins Revolutionizing Strategic Planning?

Digial twins enable massively collaborative, data-driven, and scenario-based decision making. Without a digital twin, leaders rely on tribal knowledge and basic analysis to plan new facilities and next year’s budget for existing facilities. This is normal but it leaves much to be desired. With a digital twin, leaders virtually test changes to bed mix, bed algorithm, task assignment, floorplan, equipment, ALOS, model of care, staffing etc.

The traditional answer is to do our best and see what happens.

  • For example: neuro has recruited two new surgeons, medicine is closing a unit, we’re opening a transitional care unit, the State is buying our rehab unit to convert it to psych beds, and we expect to reduce ALOS for knees by .75 days and for general medicine by 0.2 days. What will that do to ED Boarding? What is our maximum volume with different scenarios of growth by cohort? Can we accommodate the neuro volume? What’s the best day to add these cases to the OR schedule?
  • With the Digital Twin, we learn that we can accommodate the volume but only if the ALOS work succeeds. We add the cases Wednesday and shift two orthopods from Thursday to Tuesday. Alternatively, we could upgrade the transitional care unit to an ICU (but that’s expensive). These answers lead to new questions… which are tested in the digital twin.

Digital Twins Revolutionize Planning in Four Ways:

Digital twins close the gap from “requirements” to system dynamics. Today this is a leap of faith. The simulation model closes that gap when we design new facilities, when we redesign existing patient flow, and when we convert service-line volume plans to annual budgets.

  1. Digital twins target process improvement efforts by putting each process improvement project into larger context. This enables us to charter projects with specific goals tied to both local and system performance. 

  2. Digital twins facilitate massively collaborative strategic planning. Health systems are full of super smart leaders with ideas. Those ideas need to be heard and tested. The digital twin gives us the tool do so. In many cases the result is to demonstrate that some ideas are bad. That’s a great result because it allows that leader to move forward and embrace the eventual strategy the Digital Twin helps to clarify.

  3. Digital twins can also power ongoing short-term forecasts. For example, when we build a digital twin in our Hospital of the Future Analytics Platform to redesign a medical center's system dynamics, we use the same simulation model to power predictive decision support apps outside-the- EMR.

In the end, digital twins help leaders design and execute models of care which are good for patients, families and caregivers. Revolutionary.

 
 Digital Twins, Capacity Management, Hospital Operations
 

Jeff_Terry.jpgMr. Terry is a Managing Principal of Healthcare Partners, the consulting arm of GE Healthcare that works with healthcare systems to define and achieve transformational outcomes related to quality, access, culture and cost. Partners' capabilities include management consulting, mobilizing change, technology integration and advanced analytics. He has a diverse background in consulting, sales, product development, Lean Six Sigma, business strategy, and services. Areas of focus have included clinical asset management, patient safety, patient flow, hospital operations, radiology and advanced analytics. He may be reached at jeffrey.terry@med.ge.com.

 

Topics: Hospital Operations, Command Center, Jeff Terry, Hospital Command Center, Capacity Command Center, Capacity Management, Digital Twins, Hospital Occupancy

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