Improving Patient Outcomes
Due to increasing cost pressure, established remuneration models for healthcare services are in transition around the world. As part of the move toward value-based care, patient outcomes are coming under the spotlight. Thus, hospital managers face the challenge of improving overall patient outcome cost effectively.
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- Promote more well-informed diagnoses: An accurate and quick diagnosis is the foundation for proper treatment decisions. Modern diagnostic exams help increase diagnostic quality, thereby reducing downstream costs resulting from misdiagnoses.
- Support optimal treatment planning: Treatment can be efficient without being effective, and vice versa. Ensuring that treatment is both efficient and effective is the hallmark of medically and economically successful healthcare providers.
- Take good care of your clinicians: An antagonistic work atmosphere for clinicians and nurses translates into inferior outcomes for patients. Providing a supportive workplace environment leads to happier employees, which in turn yields better patient care.
- Improve outcomes through greater transparency: To ascertain the success of improvement measures, patient outcomes must be clearly defined, reliable, and transparently evaluated. True measures of quality should reflect what matters to the patient.
- Ensure continuity of care following discharge: The seamless flow of information along the treatment pathway is an essential component in the overall success of the treatment. Especially when it comes to hand-offs, there is often still room for improvement.
- Engage and support your patients after discharge: More positive patient outcomes can be achieved if patients are actively involved in the treatment process. Clear, intelligible communication is the key to success.
- Use connected care to support better outcomes: Modern, connected IT, as well as the use of mobile devices, can contribute enormously to advances in diagnostics and treatment. This is especially true for regions of the world that are still medically underserved.
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Our new name is unique. It embodies our pioneering spirit and our engineering expertise in the healthcare industry. It reflects the fact that this industry is increasingly driven by the skills of individuals. It also contains a commitment and a promise to our customers that we will use our pioneering spirit and our engineering expertise to help drive their success.
1Society to Improve Diagnosis in Medicine, www.improvediagnosis.org
2COCIR, Medical Imaging Equipment, Age Profile & Density 2014
3Harvard Business Review, The strategy that will fix health care, Michael Porter and Thomas H. Lee, 2013
4Health and Social Care Information Centre HSCIC, PROMs Benefits case study, 2015
5Modern Healthcare: Medicare readmission penalties create quality metrics stress, http://www.modernhealthcare.com/article/20150808/MAGAZINE/308089963
6HCAHPS online: http://www.hcahpsonline.org
7JAMA Internal Medicine, Patient Characteristics and Differences in Hospital Readmission Rates, 2015
8McKinsey Global Institute, The Internet of Things: Mapping the value beyond the Hype, 2015
9Accenture Healthcare IT Vision 2015, top 5 eHealth Trends
10Accenture doctors survey 2015
11Joint Commission Center for Transforming Healthcare, www.centerfortransforminghealthcare.org
The statements by Siemens’ customers described herein are based on results that were achieved in the customer's unique setting. Since there is no "typical" hospital and many variables exist (e.g., hospital size, case mix, level of IT adoption) there can be no guarantee that other customers will achieve the same results.