Concurrent Hospital management

ABSTARCT :

Mounting health care costs have escalated the pressure on hospitals and other health care providers to control expenses. Conventional hospital information systems help meet the challenge by providing data necessary for policy formation and outcome measurement. Additional decision support systems deliver models that can be used to systematically evaluate the policies. When deployed successfully, each stand-alone system can effectively support a segment of the hospital decision making process. Integrating the stand-alone functions can enhance the quality and efficiency of the segmented support, create synergistic effects, and augment decision making performance and value. A high-level integration framework, known as the management support system (MSS), can be adapted to provide the desired synthesis. This paper demonstrates how management support systems can improve hospital decision making. It overviews the hospital decision making process, presents an MSS for supporting this process, and measures the impact of the MSS on the process and outcomes of decision making. The paper also examines the implications of the analyses for information systems research and health care practice.

EXISTING SYSTEM :

? It first overviews the hospital decision making process, discusses the role of concurrent engineering in improving this process, and catalogs gaps in existing CE support. ? When implemented successfully, each autonomous new system can close a separate existing gap in the support for concurrent engineering. ? A modelbase captures and stores economic and accounting constructs to describe and simulate financial outcomes, management science models to evaluate hospital performance, and network methodologies to schedule clinical and administrative activities. ? There is a knowledgebase that captures and stores linked patient data, treatment/care issues, and historical management actions.

DISADVANTAGE :

? In TQM, there is an emphasis on the prevention of problems, customer satisfaction, and continuous improvement in the organization's processes. ? A quality team is created to identify problems and improve relevant processes in a systematic and integrated manner. ? To alleviate the strategic problems experienced in sequential engineering, hospitals can utilize the concurrent engineering approach depicted. ? Itemized issues, such as specification and process alternatives, potential problems, and suggested actions, can be disclosed by the coordinator or CE team to the requesting administrator.

PROPOSED SYSTEM :

• To integrate the information and knowledge in a purposeful and useful manner, staff must identify the relevant concurrent engineering issues, locate the formal and informal sources of intelligence, retrieve the intelligence, and perform essential analyses and evaluations. • The cultural and organizational changes will compel substantial informational technology support. • Concurrent engineering depends on a complete, integrated, and systematic sharing in real time of administrative and clinical decision information and knowledge. • This interpersonal consultation process can be inefficient, and it does not provide a formal mechanism to preserve the acquired knowledge for future use.

ADVANTAGE :

? There are management information systems (MIS) that retrieve requested information from interfaced sources, organize the data, and generate reports that summarize department activities and performance. ? Moreover, the evaluation must focus on overall hospital, rather than individual department, performance. ? All other class members participated in return for feedback on their competitive performance and for exposure to decision technologies. ? These subjects were approached by one of the researchers, who also works for the hospital, and asked to participate in exchange for feedback on their performance and for exposure to decision technologies.