Health systems are exposed to increasing pressure to keep their patients-who have a variety of care options to choose from, whether personal or virtual. At the same time, internal patients are limited and hospital care teams face a lot of pressure.
Using the heart data collected through remote devices, the emergency care helps these facilities to keep patients and take care of them within the health system, but not always in the hospital.
Philips is one of the companies that plays in this square, and it has visions about what the facilities should know about taking advantage of this data to work better within their current ability and keep patients.
Health care news I recently spoke with Julia Strandberg, Connel Care’s Senior Business Care, to talk about some of the challenges facing hospitals and health systems while retaining the patient. It also discussed capacity problems, and how it could help take advantage of the heart data through a remote patient monitoring techniques in overcoming them – and what more health care organizations will require to adopt a distance patient monitoring techniques.
Q: What are the challenges facing hospitals and health systems regarding the retaining of the patient?
A. The care of affecting patients inside and outside the hospital is not negotiable-it is what patients need and their desire. In the hospital, they are looking for high -quality care that is quickly delivered. Once the homeland, they want to remain an active partner in their treatment, and are looking for timely updates about their health and clear directions on the following steps, including whether the health care provider recommends a personal visit.
However, the continuous clinical recruitment lack and complications caused by hospital data in hospitals often lead to longer waiting times and delay in care.
With the growth of patients ’sizes and cases are more complex, fragmented data is a major challenge for hospitals and health systems. When doctors lack a comprehensive, comprehensive vision of the patient’s health, it can add unnecessary methods of methods to identify the necessary diagnosis and treatment.
As a result, patients may be exposed to unnecessary tests and specialized visits. This can not only increase the patient’s stress and the cost of care and dissatisfaction, but it may also take time far from patients who already need this specialized care.
To improve efficiency and ensure timely high -quality care, hospitals should give priority for inter -operation in all systems and devices, regardless of the seller. By smooth access to data, doctors can quickly review the patient’s condition and the current health condition, which leads to faster and more accurate diagnoses.
These improvements in the workflow are also released from the time of doctors, allowing them to focus more on direct care of patients-whether they are personal or far-instead of sifting through dismantled records.
Q: What are the challenges facing hospitals regarding the ability?
A. Health systems throughout the country continue to conflict with overwhelming patients ’sizes and employment lack. These issues will get worse with population ages, and at the same time, Patients have become more complicated, and their conditions are more severe. These factors greatly affect both patients and employees – employee satisfaction and contribute to fatigue, while reducing patients’ safety and consent.
One of the increasing challenges faced by health care professionals, however, they are drowned in the size of the data created. Almost 4 out of 10 healthcare leaders (38 %) Suppose employees lose a precious time to collect the patient’s data together, leaving less time to care for patients.
Other administrative tasks such as scheduling and reporting are a long time, with Nurses spend 15-20 minutes In an hour in such tasks, spend time from patients.
Open and inter -operating systems will eliminate barriers and turn vast clinical data into visible visions. For companies such as Philips, it is important to cooperate with health care providers and ecosystem partners to participate in the creation of systems that enhance care paths and operational workflow, while reducing costs and burden on employees.
Q: How can the heart data take advantage of the patient’s monitoring techniques away from overcoming some of these challenges?
A. Patient monitoring techniques, associated with advanced data analyzes, are gaming changes when it comes to relieving bottlenecks from the capacity.
Consider this scenario: a patient arrives at the next ED Syncope, a fainting loop. While this patient has been accepted for monitoring, the remote monitoring technique – in this case, can allow him to move the mobile cardiac measure – to return home safely while the heart rhythms are monitored in actual time.
Meanwhile, their data is shared with members of the care team, and a cardiologist will get this information before appointing the follow -up, speeding up the diagnosis and subsequent care.
This model reduces overcrowding by removing unnecessary acceptance, allowing employees to focus more on acute cases. The patient avoids the hospital and can recover comfortably at home.
Q: What does it take for more hospitals and health systems to adopt patient monitoring techniques?
A. We need to start with a mental transformation at the level of industry. First, we must realize the rapid development of the care form outside the hospital walls and to identify the potential of this development.
To move forward, we will continue to see the provision of home care technology, which has been proven to improve patients’ results, reduce patient care periods for patients, and reduce pressure on health care facilities.
When riding the wave of this shift, we are in a better position to determine the priorities for high-quality patient care for almost anywhere-and take advantage of the patient’s monitoring technique to do so. The health systems of their patients can keep the capacity by opening the doors for further care outside the hospital.
Finally, hospitals and health systems should participate with technology sellers that give priority to inter -employment. This approach allows access to doctors to high -quality patient information in actual time to improve care.
The presence of a solid foundation for inter -employment creates both clinical efficiency and paves the way for artificial intelligence providers to enable service providers by making the most timely enlightened decisions through the sponsorship chain – ultimately improving the patient’s results, costs and resource management.
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