Providers face an onslaught of daily practice management challenges. In this MGMA Body of Knowledge (BOK) brochure, uncover relevant and practical essentials to improve any medical practice. Explore areas such as operations and financial management, governance, patient care and adverse legal events. The MGMA Body of Knowledge helps you easily define improvement areas within your medical practice. It also assists all employees in building a sustainable business plan and optimizing daily operations for better performance.
Published By: McKesson
Published Date: Mar 09, 2016
The ripple effect of healthcare reform is beginning to impact care delivery strategies as care management now falls increasingly to providers.
According to a recent HealthLeaders Intelligence survey, hospital leaders are making progress with care management efforts, but more robust tools will be needed if hospitals want to scale up. The October 2014 survey polled 134 senior, clinical, operations, finance, marketing, and information leaders across the healthcare spectrum. The majority of respondents were from nonprofit organizations (63%), while the remainder (37%) came from for-profit settings.
The annual Truven Health 100 Top Hospitals® identifies U.S. hospitals with the best overall performance across multiple organizational metrics, including clinical, operational, and financial. The ability of some hospitals to adapt as the industry is changing demonstrates leadership as the winners set the standards their peers seek to achieve. Study projections indicate that if the new national benchmarks of high performance were achieved by all hospitals in the United States, nearly 126,500 additional lives could be saved, almost 109,000 additional patients could be complication-free, and $1.8 billion in inpatient costs could be saved.
The median fiscal and operational performance of U.S. hospitals over the past year remained relatively flat, despite expectations to the contrary. The data spans a four-year period from 2009Q4 to 2013Q4. Overall, hospitals saw flat or no growth in utilization, but major teaching hospitals saw steady utilization growth.
The Truven Health 15 Top Health Systems study annually identifies those health system leadership teams that have most effectively aligned outstanding performance across their organizations, and achieved more reliable outcomes in every member hospital. Truven Health Analytics measures U.S. health systems based on a balanced scorecard across a range of performance factors: care quality, patient safety, use of evidence-based medicine, operational efficiency, and customer perception of care.
The annual Truven Health AnalyticsTM 100 Top Hospitals® identifies U.S. hospitals with the best overall performance across multiple organizational metrics, including clinical, operational, and financial. The ability of some hospitals to adapt as the industry is changing demonstrates leadership as the winners set the standards their peers seek to achieve. The study revealed that the nation’s best hospitals had a lower mortality index, considering patient severity; had fewer patient complications; followed accepted care protocols; had lower 30-day mortality and 30-day readmission rates; sent patients home sooner; provided more timely emergency care; kept expenses low, both in-hospital and through the aftercare process; and scored better on patient surveys of hospital experience
The shift from inpatient to outpatient care is increasing as hospitals transition from volume to value. A specific shift is seen in interventional cardiology treatment (cardiac catheterization, intracoronary stents, and percutaneous transluminal coronary angioplasties [PTCA]), which is moving from an inpatient hospital to outpatient hospital setting. Preliminary data show that most interventional cardiology procedures will soon be performed in the hospital outpatient setting. It will be important for hospitals to consider future demand and volume for interventional cardiology services; capacity for an increase in hospital outpatient volume; and staffing and operational implications.
The changing healthcare environment has put pressure on healthcare organizations to deliver top-quality care while keeping costs under control. Superior operational and financial performance can be measured by high margins and low costs. But there are significant operational indicators that differ between high- and low-performing hospitals, depending on whether performance is defined by expense or by margin. Often, hospitals with the lowest costs are considered the most successful. But low-cost hospitals do not necessarily behave the same way as hospitals with healthy margins. Low-cost hospitals can include both efficient hospitals and hospitals that are in dire financial circumstances that have forced them to even eliminate expenses necessary for their long-term fiscal health.
HealthLeaders' survey on workforce management queried leaders from a cross-section of U.S. healthcare organizations, including hospitals, health systems, physician organizations, and long-term care/skilled nursing facilities. The 150 respondents represent executives across all disciplines — administration, clinical, operations, finance, marketing, and information. In the next three to five years, hospitals, health systems, and other patient service providers expect to augment their time-and-attendance and payroll systems with integrated applications that enable more sophisticated data crunching around labor analytics, acuity management, and staffing assignments. The goal? To convert the workforce from overhead to asset — a flexible, agile asset that will help organizations succeed in an increasingly demanding regulatory and competitive environment.
A decade ago, hospital leaders viewed cost containment as a distant option to that of building topline revenue through increased volumes and rates. But with the road to profitability choked off by a recession, the ACA, and double-digit increases in healthcare inflation, most have been left pursuing a flurry of initiatives to cut operational costs and maintain positive margins.
We harness Shell gas-to-liquids (GTL) technology to create high-purity process oils that open exciting opportunities for your products and operations.
Conventional process oils are derived from crude oil, whereas Shell Risella X and Shell Ondina X are made from pure synthesis gas. That frees them from the impurities and large molecular variations found in mineral oils. Using GTL process oils could enhance your processes and final products to give you a competitive advantage. 
Have you ever experienced product quality issues caused by variations in process oil batches? Do you need a low-viscosity process oil, but have concerns about the effect of volatiles on working conditions? Could you offer enhanced products if you had process oils with distinct characteristics, for example, an extremely narrow hydrocarbon distribution range?
Our GTL process oils contain a high proportion of paraffinic hydrocarbons and are very pure, which provides key qualities for many applications. For in
Published By: Kustomer
Published Date: Aug 27, 2019
The modern-day customer expects their needs to be met immediately, no matter the channel. Drive meaningful customer relationships, increase revenue streams and improve operational performance, with omnichannel support.
Managing a large, diverse, and geographically dispersed fleet of client systems can be complex and time-consuming. With the increasing prevalence of smart, connected devices that are beginning to appear within the enterprise across industries, technology service organizations will face an explosive demand for a consistent approach to device management and security.
Using Intel AMT, service organizations can take simple and effective steps to enable more manageable client systems. They can streamline operations and create a consistent approach to managing a broad spectrum of devices. Powerful platform capabilities can help service organizations meet user needs, minimize downtime, and safeguard the enterprise. Service organizations can draw upon available solution reference architectures, implementation guides, and readily available tools from Intel and others to successfully activate Intel AMT and begin to realize its major benefits.
Operational resilience is high on the regulatory agenda in the UK. A joint discussion paper in 2018 took a broader view of operational resilience to cover all risks to the provision of critical business services with a greater emphasis on recovery and response when incidents occur. Regulators now place the same importance on operational resilience as on financial resilience. This represents a fundamental shift that companies are at different stages of addressing. Based on discussions with clients and regulators here are ten conversations to help guide you through this new landscape.
Banking is rapidly being transformed by one, distinct theme: digital technology.
For those leading the charge, there is no longer a distinction between a business strategy and a technology strategy. There is just strategy driven by technology and the client needs it will evolve to continually meet. In this new world, upgrading existing operations and making legacy systems fit new challenges is not going to be enough. To succeed, banks need to become future-ready, connected enterprises, backed by a new type of technology and operating model that is nimble enough to adapt to new challenges and growth opportunities.
i. Brief – US based automobile had no asset management and CMDB discovery which lead to longer procurement lifecycles. LTI implemented end to end ServiceNow and operational support using global delivery model. Also helped in optimising integrations after reviewing license consumptions which then helped in reducing the process implementation to mere 2.5 months
1. Hybrid process governance helped reduction in TCO by 25%
2. Reduction in number of licenses by 20% using integration with SharePoint
While NFV remains both technically and business relevant today, many communications service providers (CoSPs) have found implementation very complex. NFV implementation will require further evolution in order to fully address operational and business requirements. This white paper reviews factors currently driving the network virtualization evolution and examines the impact of adopting an innovative model based on software and hardware disaggregation.
As the number and severity of cyberattacks continue to grow with no end in sight, cybersecurity teams are implementing new tools and processes to combat these emerging threats. However, the oneoverriding requirement for meeting this challenge is improved speed. Whether it’s speed of detection, speed of remediation or other processes that now need to be completed faster, the ability to do things quickly is key to effective cybersecurity.
The reason why speed is essential is simple: As the dwell time for malware
increases, the lateral spread of an attack broadens, the number of potentially breached files expands, and the difficulty in remediating the threat increases. And the stealthy nature of many of the newer threats makes finding them faster?before they become harder to detect?a critical focus in reducing the impact of an intrusion. These requirements make it essential that security operations centers (SOCs) can complete their activities
far more quickly, both now and moving forwa
The Security Operations Center (SOC) is the first line of defense against cyber attacks. They are charged with defending the business against the many new and more virulent attacks that occur all day, every day. And the pressure on the SOC is increasing.
Their work is more important, as the cost of data breaches are now substantial. The Ponemon Institute’s “2017 Cost of Data Breach Study” says the average cost of an incursion is $3.62 million. The study also says larger breaches are occurring, with the average breach impacting more than 24,000 records. And with new regulations such as the EU’s General Data Protection Requirement (GDPR) putting stiff financial penalties on breaches of personal data, the cost of a breach can have material impact on the financial
results of the firm. This trend toward increasingly onerous statutory demands will continue, as the U.S. is now considering the Data Privacy Act, which will bring more scrutiny and accompanying penalties for breaches involving
Published By: Gigamon
Published Date: Sep 03, 2019
The IT pendulum is swinging to distributed computing environments, network perimeters are dissolving, and
compute is being distributed across various parts of organizations’ infrastructure—including, at times, their extended
ecosystem. As a result, organizations need to ensure the appropriate levels of visibility and security at these remote
locations, without dramatically increasing staff or tools. They need to invest in solutions that can scale to provide
increased coverage and visibility, but that also ensure efficient use of resources. By implementing a common
distributed data services layer as part of a comprehensive security operations and analytics platform architecture
(SOAPA) and network operations architecture, organizations can reduce costs, mitigate risks, and improve operational
Published By: Gigamon
Published Date: Sep 03, 2019
Your organization depends on all kinds of inline tools to keep your
network up and running, but those same tools can fail, leaving you
vulnerable. Moreover, as network speeds increase, slower tools
can bottleneck network traffic, making organizations purchase
more and more tools, which then introduce complexity and
cost. There is a better way to increase network resiliency while
reducing security issues, and that’s inline bypass.
Published By: Gigamon
Published Date: Sep 03, 2019
Network operations teams can no longer ignore the application layer. Application experience can make or
break a digital enterprise, and today most enterprises are digital. To deliver optimal performance, network
operations tools must be application-aware. However, application-awareness in the network and security tool
layer is expensive and difficult to scale. Enterprises can mitigate these challenges with a network visibility
architecture that includes application-aware network packet brokers (NPBs).
EMA recommends that today’s network operations teams modernize their approach with full application
visibility. EMA research has found that network teams are increasingly focused on directly addressing security
risk reduction, service quality, end-user experience, and application performance. All of these new network
operations benchmarks will require deeper application-level visibility. For instance, a network team focused
on service quality will want to take a top-down approach to perfo
Published By: VeriShip
Published Date: Jul 26, 2019
You may believe your shipping operation is a well-oiled machine; you pay your invoices on time, your costs seem to be under control and, as
far as you know, your customers are satisfied with your service… But with shipping, there’s more than what meets the eye.
Here are five common mistakes shippers make