Single Sign-On Transforms Healthcare At Michigan Hospital
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User Rank: Author
5/22/2014 | 5:07:49 PM
Re: Decrease in login time for clinicians
Those are fantastic suggestions, @CMMI, and i believe it's something Munson plans to do (and hopefully they'll chime in and tell us!). Dale mentioned IT is going to do more surveys of users and I think that includes discovering how they're using that extra time. When I spoke to another Imprivata client at a trade show a few months ago, the IT pro told me one pediatriac ENT surgeon figured out he could do one extra surgery per week with his time savings. That's more money for the hospital and doctor -- and one extra child per week who's out of pain or in a better health position. 

You are spot-on in the importance of following up on these initiatives. When you take the time to do that, it can really open up eyes. Not only do you get buy-in for the next big project, but it really emphasizes how much a part of the overall team that IT is; shows how much everyone is working together toward making the healthcare organization better.
User Rank: Apprentice
5/22/2014 | 4:32:01 PM
Decrease in login time for clinicians
I love hearing about the specific time saved per clinician with single-sign-on.  It would be really interesting to track the change across many clinicians, not just to see the time saved, but also to track other major activities to see where the found time goes.  Is it direct patient care? Paperwork? More communication across the care team?  Learning how these folk use the found time may identify another opportunity for process improvement (and better care).
User Rank: Author
5/22/2014 | 11:05:36 AM
Open to Change
It was delightful to hear the openness with which Dale discussed how the IT department changed the way it worked with end-users -- and to hear the far-reaching ramifications it can have on everything from satisfaction with IT to patient satisfaction. Hats off to the Munson team for its willingness to scrutinize its way of doing business and redesign standard operating procedure when it realized customers weren't always happy.

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