Medical service system "not reliable" US hospitals use big data to reduce costs
Release date: 2014-07-10
On June 22nd, the four-day 2014 Healthcare Financial Management Association's ANI conference (HFMA's 2014 National Institute) was held in Las Vegas, Nevada. At the conference, AtulGawande, the guest lecturer, pointed out in the speech entitled “Leadership Change: Healthcare in Transition Period†that the clinical transformation in the field of medical reform is actually “quality improvement, risk management, performance appraisal and cost controlâ€. Maintain a delicate balance between the others. In the data age, in order to effectively reduce medical costs, hospitals and medical systems must make good use of data analysis to identify critically ill patients with the highest medical costs and reshape the US medical service model.
Gawande is a surgeon at the Bregen and Women's Hospital in Boston, a professor at the Harvard School of Public Health, a MacArthur "Genius" scholarship recipient, and a contributing writer for The New Yorker magazine. He has three books on how to improve American health. The work of the system, and was named one of the 100 most influential thinkers in the world by Time Magazine. He said: "The medical service system in the United States has been damaged. We are constantly investing funds, but we do not see the original expected value and quality." Since 2000, the mortality rate has remained stable, but the medical costs have continued to rise, There is an imbalance in output. According to statistics, 5% of critically ill patients in the medical system account for 50% of medical care expenditure, while half of the population accounts for less than 3% of medical costs. However, in this high-input situation, the care received by critically ill patients is the worst in the medical system. When we are based on medical system data analysis, it is not difficult to see the relationship between disease and cost. Therefore, in order to achieve a significant reduction in medical costs, hospitals must make good use of data information, focusing on the most complex critically ill patients in the hospital, directly attacking the root cause of the disease.
Dr. Gawande, for example, is a 25-year-old woman who was treated in 29 emergency rooms, 51 clinics, and had a hospitalization during the 12-month treatment period. All were diagnosed with headache or migraine, and both were considered to be deceptives who used addiction to narcotics. Every time she goes to the clinic, she fills out the prescription truthfully. In fact, it is not difficult to see that this is not a deceptive behavior at all. She is indeed suffering from severe headaches. The fact is that she was receiving the wrong medication, but since the doctor only focused on the medical care at the clinic, and did not integrate all the treatment data, no one saw where her pain came from. Finally, after a more detailed examination of the data, the doctor got a completely different conclusion and helped the clinician find a real health problem. It turns out that the effective use of data information generates powerful energy that connects all treatment points and ultimately reaches the root cause of the disease.
The current medical service system is not designed to provide services for patients with complex health problems. For these people in difficult situations, the cost of treatment is high but the effect is minimal. Therefore, once the hospital has confirmed the most expensive patients, it should try to provide a new medical service model. Dr. Gawande believes that the existing medical design is completely wrong. The patient can get a clinic doctor's treatment within 20 minutes. If the doctor can't help, then you can upgrade to the emergency room. If the emergency room can't do anything, the patient will be hospitalized. If the hospital can't do anything, it can only let the patient leave the hospital. Then the patient can only return to the junior doctor to start the process from scratch.
For those who have the highest cost, Dr. Gawande believes that new systems and investments are needed. Those 5% of critically ill patients often seek treatment because of multiple health problems, not one, and they are suffering from unresolved pain. Therefore, doctors need to change the contact with those patients who are suffering from the disease. They need to not only treat patients in the clinic or emergency room, but also need to contact patients through email, internet connection, health coach and on-site service to get comprehensive data. .
Hospitals should also use data to help change physician behavior, thereby improving quality and efficacy, and reducing overall costs. For example, an operating room checklist is a very simple, near-original tool. But you can know the major issues that affect quality in the operating room. With this simple checklist, the surgeon and the entire team are suspended until the patient goes to sleep, makes an incision, and leaves the operating room to ensure that everyone stays at the same pace. This requires the surgeon to abandon some of its own autonomy and work as a team to keep things in the same way. In any case, the use of data is not only effective, but also promotes the approval of doctors. For hospitals that use an operating room checklist, the incidence of complications is reduced by an average of 35% and the mortality rate is reduced by an average of 47%. There is currently no drug or device that can do such a big effect. This is the power of data.
Source: Health
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