May 2017

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Alan Brookstone for Eric Gombrich

(The following comment is posted on behalf of Eric Gombrich, CEO of EMIS - Ed)

There is a dangerous presumption in this question...that everyone has the same goal(s) for these workflows.

For example, a physician practice that has a goal / business objective of maintaining 2 hours of 'open slots' for walk-ins will invariably have a very different workflow for rostering, scheduling, etc. than one who is discordantly seeks to conduct x annual physicals per day / week.

This same line of thinking needs to be applied to EMR selection and implementation; the goals must very clearly be defined before a practice begins the journey to reach that goal. Taking steps, with no destination defined, is very, very unlikely to miraculously arrive at the intended place.

Kieran Tracey

Hi 'Regular Reader',

I'm a new reader.

Eric raises a valid point. I would suggest reading 'Identifying and Understanding Business Processes in Clinical Practice' by Blackford Middleton, MD, MPH, MSc and John J. Janas III, MD to help guide you in laying the groundwork for identifying the workflows/processes that work best for your clinic environment. The article identifies five critical workflows central to the practice of medicine:

1. Communication;
2. Documentation;
3. Scheduling and Time Management;
4. Knowledge Management;
5. Quality Management

It then applies business processes to the workflows and goes on to discuss process re-design using an electronic record.

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