Investigators: Profs. Ronadld Rardin, Nebil Buyurgan
Students: Angelica Burbano, Danny Dixon, Paiman Farrokhvar, Mehmet Kilinc, Hayrettin Kaan Okayay
The largest CIHL venture and most representative of the Center’s vision seeks to foster widespread healthcare industry adoption of GS1 global data standards for product and location identifiers (like those long used in retail and elsewhere). Provider hospitals are the largest group of potential adopters, but have the least in-house technical resources. The Center is helping providers to confront the GS1 implementation challenge and understand associated barriers and opportunities. CIHL pilot testing and interaction with opinion leaders have contributed to several keys to understanding issues.
The biggest roadblock is documenting a business case to implement. A major CIHL achievement has been to develop an Excel-based Levels, Readiness, and Impacts Model (LRIM) for potential provider adoption paths. LRIM enumerates required provider investments for different paths, and quantifies in detail the process impacts that can be expected. In 2011, LRIM was tested at five hospital sites across the nation. Then in November, a version of the code was released free online. To date, over 140 healthcare organizations have downloaded the model.
Investigators: Profs. Russell D. Meller, Scott J. Mason, and Sarah E. Root
Students: Jennifer Pazour and Yasin Unlu
The Challenge: Medications are typically distributed by manufacturers in bulk, but to increase patient safety, they are often administered to inpatients in unit-doses and to outpatients in dose packs. A system analysis is needed to determine the best manner for the implied repackaging and labeling of the medications so as to generalize best practices.
Investigators: Profs. Ronald Rardin, Nebil Buyurgan, and Craig Thompson
Students: Angelica Burbano, Josh Eno, and Behlul Saka
The Challenge: Medical and surgical material handling from hospital receiving to the point of care is often fragmented, low tech, and ad hoc. This leads to inconsistent procurement and inventory control on the floors and wings, including unnecessary stockouts and outdates/obsolescence, in addition to excessive staff time spent foraging for materials.