Skip to main content

Thinking Health Care Redesign?

The discipline of design thinking offers new viewpoints on eliminating redundancies, wasted effort and catastrophic mistakes.
"What design thinking can offer is a practiced eye for integration opportunities: connecting adjacent but unconnected pieces of the patient experience to create small, incremental improvements. The integration process begins with a question—"What's right for the patient?"—and proceeds to a deep examination of the patient journey, resulting in a holistically designed experience that benefits all.
Examples:
  • Phillips Home Healthcare Trilogy100 ventilator.
    • The unit "combines much of the function of a hospital-grade ventilator with a dual-mode interface, meaning clinicians get the control and information they want, and home users get an unscary device with an intuitive control panel. This means fewer costly trips back to the clinic and less paperwork for administrators, while the unit's portability allows chronic patients to integrate therapy into their daily activities, affording them greater independence."
  • Kaiser Permanente's "Total Health" initiative.
    • Kaiser attempts to rethink and redesign every aspect of its operations, "from medical records to medication administration, color palettes to carpet," all in an effort to create more integrated patient experiences. Kaiser identified 22 key steps in a patient's journey, including check-in, visiting the pharmacy, even walking along a corridor." 
  • Medical home initiatives.
    • "...relying heavily on self-administered home tests and frequent communication between patients and their primary care physicians. Services include "round-the-clock access, electronic health records, use of e-mail and phone communication, patient feedback, and fee for service and fee for performance," according to a CNN Money report."
    • Geisinger's 2006 pilot program found a reduction of nearly eight percent in hospital admissions among its Medicare patients.
(From Sohrab Vossoughi writing in Bloomberg Business Week.)

Comments

Popular posts from this blog

Michael Porter On Health Care Reform

Michael Porter, writing in the New England Journal of Medicine, proposes "A Strategy For Health Care Reform - Toward A Value-Based System." His proposals are fundamental, lucid and right-on, meaning they're sure to be opposed by some parties to the debate, the so-called "Yes, but..." crowd. Most important, in my opinion, is this: "... electronic medical records will enable value improvement, but only if they support integrated care and outcome measurement. Simply automating current delivery practices will be a hugely expensive exercise in futility. Among our highest near-term priorities is to finalize and then continuously update health information technology (HIT) standards that include precise data definitions (for diagnoses and treatments, for example), an architecture for aggregating data for each patient over time and across providers, and protocols for seamless communication among systems. "Finally, consumers must become much mor

Being Disrupted Ain't Fun. Deal With It.

Articles about disrupting healthcare, particularly those analogizing, say, Tesla's example with healthcare's current state, are frequently met with a chorus of (paraphrasing here) "Irrelevant! Cars are easy, healthcare is hard." You know, patients and doctors as examples of "information asymmetry" and all that. Well, let me ask you this: assuming you drive a car with a traditional internal combustion engine, how much do you know about the metallurgy in your car's engine block? I'll bet the answer is: virtually nothing. In fact it's probably less than you know about your own body's GI tract. Yet somehow, every day, us (allegedly) ignorant people buy and drive cars without help from a cadre of experts. Most of us do so and live happily ever after (at least until the warranty expires. Warranties...another thing healthcare could learn from Tesla.) Now, us free range dummies - impatient with information asymmetry - are storming healthcare

My Take On Anthem-Cigna, Big Dumb Companies and the Executives Who Run Them

After last Friday's Appeals Court decision, Anthem's hostile takeover of, er, merger with Cigna has but a faint pulse. Good. Unplug the respirator. Cigna's figured it out but Anthem is like that late-late horror show where the corpse refuses to die. Meanwhile, 150 McKinsey consultants are on standby for post-merger "integration" support. I guess "no deal, no paycheck..." is powerfully motivating to keep the patient alive a while longer. In court, Anthem argued that assembling a $54 billion behemoth is a necessary precondition to sparking all manner of wondrous innovations and delivering $2.4 billion in efficiencies. The basic argument appears to be "We need to double in size to grow a brain. And just imagine all those savings translating directly into lower premiums for employers and consumers."  Stop. Read that paragraph again. Ignore the dubious "lower premiums" argument and focus on the deal's savings. $2.4 billion saved