RTLS Under The Microscope

Transcription

1 RTLS Under The Microscope A Complimentary Webinar From healthsystemcio.com Your Line Will Be Silent Until Our Event Begins Thank You!

2 Housekeeping Moderator Anthony Guerra, editor-in-chief, healthsystemcio.com Ask A Question We will be holding a Q&A session after the formal presentations. You may submit your questions at any time by clicking on the QA panel located in the lower right corner of your screen, type in your questions in the text field and hit send. Please keep the send to default as All Panelists. Download the Deck Go to: Shortened link below appears on all slides. View the Archive You will receive an when our archive recording is ready. Separate registration is required.

3 Agenda (15 min) Joel Vengco, VP/CIO, Baystate Health (15 min) Fernando Martinez, SVP/CIO, Parkland Hospital & Health System (20 min+) Q&A

4 RTLS Under The Microscope Joel Vengco, VP/CIO, Baystate Health

5 About Baystate Health $1.6B in revenues 10k+ employees, largest employer in Western Massachusetts. One of the largest Integrated delivery network in Massachusetts 4 hospitals Academic Medical Center, affiliated with Tufts University Medical School 80+ medical practices Level 1 Trauma Center 5-star health plan ACO 25K+ biomedical and diagnostic devices

6 Project Goals Increased utilization of equipment by 10% Improved procurement decisions Reduce unable to locate assets by 80% Improve infection control cleaning processes Decrease need to rent equipment by 10% Improve preventative maintenance process

7 Our Tracking Requirements Needs Tracking high-volume medical equipment (i.e. iv pumps, wound vacs, blood warmers, etc.) Track surgical equipment carts Track surgical instruments and instrument trays Reality Still not one solution that can handle all Separate the two initiatives First focus on Cart and Equipment Tracking

8 Decision Points Wi-fi or Mesh network? Cost of deployment in old buildings Network capacity Maintenance (e.g., battery life, growth) Fragmented vendor market No clear market leader Consolidations and buy-outs (be prepared to deal with new vendor mgmt) High rate of innovation (negotiate contracts with technology upgrades and price protection, i.e. leading technologies during RFP/ selection could be obsolete or superseded at implementation with better products) Buy direct from single SW/HW manufacturer or from solution providers (IBM, etc.) who are vendor-agnostic and combine technologies/ vendor solutions Focus on the Goals ROI was the justification at Baystate and tracking equipment provided the highest return All other uses of the technology will be a future phase and only after equipment tracking expands

9 Equipment Equipment Tag Plug-In Sensor Bridge

10 System Overview Support Center Asset Tag Enterprize Sensor Bridge Environmental Tag Workflow Sensor Infopoint, Alerting, Asset Mgmt & Reporting Network Operations Data Center Wearable Tag Sterilizable Tag 10 Appliance Searchpoint & Sends Status Information to NOC Enterprise Sensor End User Capabilities Searchpoint *Infopoint *Reporting *Alerting

11 Project Summary Objectives Implementation On Going Support ROI Gotchas Start with 3000 devices to tag and track Demonstrable return on investment (ROI) with $3-$7 returned for every $1 invested Uses ZigBee technology that enables quick, non-disruptive installation, even in sterile areas Minimize internal IT utilization Drive equipment workflow, and not just basic tracking Allow for extensible platform growth Infrastructure 720 hrs: 3 FTEs worth of time for 6 weeks (2 Clinical Engineers and 1 IT Analyst) 40 hrs: 0.5 FTE for 2 weeks (2 application servers and 1 SQL server DB) Tagging 1500 hrs: 4 FTEs worth of time for 9 weeks (4 Clinical Engineers - includes locating equipment, tagging and documenting in database) Total Hours = 2260 hrs or 2.5 months elapsed 0.5 FTE year payback Tagging takes time especially finding missing items to tag It s about change management behaviors and culture require change Don t expand scope too quickly everyone will want to solve their problem

12 Quarterly Report Showing Value May June July August Asset Type Name Total Tagged Assets Avg Assets Used Qty Asset Peak Qty Used Potential Surplus Qty Surplus % of Total Assets Avg Assets Used Qty Asset Peak Qty Used Potential Surplus Qty Surplus % of Total Assets Avg Assets Used Qty Asset Peak Qty Used Potential Surplus Qty Surplus % of Total Assets Avg Assets Used Qty Asset Peak Qty Used Potential Surplus Qty Surplus % of Total Assets BIPAP % % % % Bladder Scanner % % % % Feeding Pump % % % % IV Controller % % % % IV Module % % % % PCA Pump % % % % Pulse Oximeter % % % % SCD % % % % Ventilator Grant % % % % Vital Signs Monitor % % % %

13 Next Potential Phases Expand beyond the 3000 devices (towards 20K) Use for patient tracking and flow (starting with Emergency Dept) Focus on supply chain management Way finding for patients

14 RTLS Under The Microscope Fernando Martinez, SVP/CIO, Parkland Hospital & Health System

15 Agenda OBJECTIVE: THOUGHT PROVOKING DISCUSSION RTLS past, present and future Why? How? What are the questions? 15

16 Past, Present and Future By now you probably already know the basics Concerns about coverage, in particular over distributed areas (e.g. off-campus clinics) and common areas, usually outside of buildings Location accuracy Interoperability (this is the future)

17 WHY and HOW? By now you probably are also familiar with the Why? and How? Asset Tracking and management Temperature sensing and monitoring But increasingly use case scenarios are developing focused on Patient Safety and throughput Staff safety and workflow optimization

18 Coverage and Accuracy

19 Degree of Accuracy 19

20 What are the QUESTIONS? 5 Things you should keep in mind as you develop your organizational strategy 1. What are your organizational needs, specifically 2. What existing investments can you leverage to achieve an ROI and demonstrate operational success/impact 3. Look for the points of convergence that lend themselves to optimizing 4. Facilitate vendor interoperability discussions API s exist for a reason 5. Culture trumps strategy every time so plan accordingly

21 THANK YOU Fernando Martinez, Ph.D. FHIMSS CHCIO Parkland Health and Hospital System Dallas, Texas

22 Q&A Click on the Q&A panel located in the lower right corner of your screen, type in your questions in the text field and hit send. Please keep the send to default as All Panelists.

23 Thank You! You will receive an when our archive recording is ready. (Separate registration is required) Questions/Comments Anthony Guerra Go to to view our upcoming schedule and see all archived events.