Daftar Topik : Bussiness Inteligent for Improving IMS

Kelompok 2
1. Suhardi
2. M. Hasanudinn
3. Yudhi Adhitya
4. Poentoro

: suhardi.nahruddin@gmail.com
: hasanudine74@gmail.com
: yudhiadhitya@gmail.com
: poentoro@yahoo.com

1. Clinical Operations
Unify clinical automation with business processes
The value of clinical automation systems to deliver real operational and cost benefits
depends on the ability to integrate their information-rich data stores with established
clinical and operational processes. Healthcare clinicians and administrators can:
Simplify compliance reporting, patient administration, and transitions to
Electronic Medical Records
Improve patient flow models and monitoring metrics
Benchmark and track performance against similar facilities
Institute clinical care optimization methodologies
2. Care Delivery
Expedite access to critical information for better patient care
Advocates of EBM believe this approach will indeed improve care and reduce costs.
Difficulties lie in searching for and getting access to evidence data. Healthcare physicians
and supporting medical staff have been able to:
Save precious time in ERs and ICUs
Improve decision-support for Computer-based Patient Record systems
Streamline and track the effectiveness of EBM processes
Identify and track key patient safety and care quality metrics
3. Resource Planning & Utilization
Optimize resources based on demand
Healthcare facilities experience fluctuating capacity. Underestimating demand for
appointments and procedures can leave patients waiting, reducing satisfaction and
perceptions of care. Overestimating underutilizes clinical staff, increasing costs.
Healthcare providers have been able to improve resource planning and utilizationbased
on demandin areas such as:
Use of facilities, including ER, OR, ICU, testing rooms and patient beds
Scheduling of equipment and patient tests
Shift planning and scheduling of clinicians and support staff
Staffing adjustments due to variations in patient census, as well as staff vacations,
sick days, holidays, family leave, weather emergencies, retirements, etc.
4. Supply Chain Management
Make smarter purchases at economies of scale

Medical supplies, pharmaceuticals and third party support services consume 30 to 40% of
a hospitals budget. Supply chains are segregated with insufficient links to hospital
systems. The resulting inefficiencies impact financial performance, hinder the availability
of patient services, and limit the full use of revenue-generating facilities. Hospitals and
entire health systems:
Monitor stock usage and inventory across the enterprise in real time
Align stocking levels with usage demands
Improve volume pricing through hospital or system-wide purchases
Gain clear understanding of costs, service levels and performance of competing
vendors to negotiate best value for supplies and services

5. Revenue Cycle Management

Control the revenue cycle
High costs and fears of lower reimbursements from emerging P4P, DRG and CDHP
insurance models increase the urgency to accelerate revenue cycles and reduce the
underlying cost of collections. Healthcare CFOs, financial analysts and accounting
professionals have been able to:
Gain visibility across functions affecting cash flow, net cash, bad debt and cost-tocollect
Improve processes for patient admissions, claims administration, denial
management, fraud detection, and insurer contract management
Increase cost capture during care delivery
Reduce burdens of P4P and DRG tracking, reporting and cost accounting

6. Finance
Institute a culture of profitability
Too many healthcare facilities either lose money or just break even. Financial reporting is
manually intensive, which increases regulatory compliance costs and limits visibility into
the true underlying causes of financial performance.
Healthcare finance departments can:
Automate planning, budgeting and forecasting tasks
Profile costs and revenue by facility, practice, physician, procedure, etc.
Track actual spending versus budget by department
Improve Revenue Cycle Management (link to tab 2)
Reduce time and cost of financial compliance reporting (IFRS, SOX, etc.)
Monitor cost controls and impact on bottom line performance