Management Turning to Big Data to Streamline Operations
When it comes to hospital management, running at optimal efficiency and making savings where possible is an absolute must. Hospital managers understand the importance of careful allocation of resources and know that inefficient practices can leave both the budget and the hospital's overall operations looking a bit under the weather.
What are some of the ways big data can support hospital management and save money?
Providing a High Level View
As pointed out in the piece "How Big Data Is Transforming Healthcare," across a wide range of healthcare applications, from medical imaging and medical records to patient care.
When it comes to daily management, big data is invaluable in its ability to offer managers a high level view of what is happening in every aspect of the hospital's day to day operations.
The use of visualization tools to show the results yielded by big data is an important part of making sense of big data and using it to demonstrate trends, results and areas of concern to colleagues.
Big data when properly visualized provides an easily understandable overview of key points, supporting decision making.
Using Big Data to Make Vital Changes
By using big data, hospital management can gain a highly realistic and accurate view, sometimes in nearly real time, of what is happening across the hospital. This allows them to get a high level view of how resources are being used and allocated. This accurate reporting provides a valuable tool for streamlining operations.
For example, management might use big data to get an overview of surgery scheduling. They can use this data to coordinate surgery schedules with more precision, cutting down resources wasted due to poor scheduling. This fine tuning of resources can be applied across the board, from medical supply ordering to bed allocation.
Using Big Data to Increase Staff Efficiency
Big data can also be used to increase staff efficiency in hospitals, both in terms of staffing levels and resources and in terms of how staff performs their duties.
When it comes to staffing levels, big data can be used to see how staff is being allocated throughout the hospital, along with any shortfalls or overstaffing. Having data available takes the guesswork out of allocating staff in the most efficient way possible.
Big data can also be a tool for motivating staff to perform at their best. If managers use the data on, say, turnaround times when admitting a new patient, staff will be able to see real, comparable results on how they are doing, motivating them to deliver at the same level or better than their colleagues.
Better Patient Care and Better Efficiency
Big data can be harvested and used to look at every aspect of patient care, flagging up any problem areas such as high re-admission rates.
Examining big data can help managers to see where there are bottlenecks and less than optimum results in patient care. Tackling those issues means better results for patients and a more efficient hospital, too.
Collecting and using big data offers has many practical applications when it comes to giving hospital operations a health check and maximizing their efficiency.
Tristan Anwyn is an author who writes on subjects as diverse as big data, business growth, social media and hospital management.
The challenges to vaccine distribution affecting everyone
While it is comforting to know that vaccines against COVID-19 are showing remarkable efficacy, the world still faces intractable challenges with vaccine distribution. Specifically, the sheer number of vaccines required and the complexity of global supply chains are sure to present problems we have neither experienced nor even imagined.
Current projections estimate that we could need 12-15 billion doses of vaccine, but the largest vaccine manufacturers produce less than half this volume in a year. To understand the scale of the problem, imagine stacking one billion pennies – you would have a stack that is 950 miles high. Now, think of that times ten. This is a massive problem that one nation can’t solve alone.
Even if we have a vaccine – can we make enough? Based on current projections, Pfizer expects to produce up to 1.3 billion doses this year. Moderna is working to expand its capacity to one billion units this year. Serum Institute of India, the world’s largest vaccine producer, is likely to produce 60% of the 3 billion doses committed by AstraZeneca, Johnson & Johnson and Sanofi. This leaves us about 7 billion doses short.
Expanding vaccine production for most regions in the world is complicated and time-consuming. Unlike many traditional manufacturing operations that can expand relatively quickly and with limited regulation, pharmaceutical production must meet current good manufacturing practice (CGMP) guidelines. So, not only does it take time to transition from R&D to commercial manufacturing, but it could also take an additional six months to achieve CGMP certification.
The problem becomes even more complex when considering the co-products required. Glass vials and syringes are just two of the most essential co-products needed to produce a vaccine. Last year, before COVID-19, global demand for glass vials was 12 billion. Even if it is safe to dispense ten doses per vial, there is certain to be significant pressure on world supply of the materials needed to package and distribute a vaccine.
It is imperative drug manufacturers and their raw material suppliers have clear visibility of production plans and raw material availability if there is any hope of optimizing scarce resources and maximising production yield.
It is widely known by now that temperature is a critical factor for the COVID-19 vaccine. Even the regions with the most developed logistics infrastructures and resources needed to support a cold-chain network are sure to struggle with distribution.
For the United States alone, State and local health agencies have determined distribution costs will exceed $8.4 billion, including $3 billion for workforce recruitment and training; $1.2 billion for cold-chain, $1 billion vaccination sites and $0.5 billion IT upgrades.
The complexity of the problem increases further when considering countries such as India that do not have cold-chain logistics networks that meet vaccine requirements. Despite India’s network of 28,000 cold-chain units, none are capable of transporting vaccines below -25°Celsius. While India’s Serum Institute has licensed to manufacture AstraZeneca’s vaccine, which can reportedly be stored in standard refrigerated environments, even a regular vaccine cold chain poses major challenges.
Furthermore, security will undoubtedly become a significant concern that global authorities must address with a coordinated solution. According to the Pharmaceutical Security Institute, theft and counterfeiting of pharmaceutical products rose nearly 70% over the past five years. As with any valuable and scarce product, counterfeits will emerge. Suppliers and producers are actively working on innovative approaches to limit black-market interference. Corning, for example, is equipping vials with black-light verification to curb counterfeiting.
Clearly, this is a global problem that will require an unprecedented level of collaboration and coordination.
Disconnected information systems
While it is unreasonable to expect every country around the world will suddenly adopt a standard technology that would provide immediate, accurate and available information for everyone, it is not unreasonable to think that we can align on a standard taxonomy that can serve as a Rosetta Stone for collaboration.
A shared view of the situation (inventory, raw materials, delivery, defects) will provide every nation with the necessary information to make life-saving decisions, such as resource pooling, stock allocations and population coverage.
By allowing one central authority, such as the World Health Organization, to organize and align global leaders to a single collaboration standard, such as GS1, and a standard sharing protocol, such as DSCSA, then every supply chain participant will have the ability to predict, plan and execute in a way that maximises global health.
Political influence and social equality
As if we don’t have enough stress and churn in today’s geopolitical environment, we must now include the challenge of “vaccine nationalism.” While this might not appear to be a supply chain problem, per se, it is a critical challenge that will hinge on supply chain capabilities.
In response to the critical supply issues the world experienced with SARS-CoV-2, the World Health Organization, Gavi, the Vaccine Alliance and the Coalition for Epidemic Preparedness Innovations (CEPI) formed Covax: a coalition dedicated to equitable distribution of 2 billion doses of approved vaccines to its 172 member countries. Covax is currently facilitating a purchasing pool and has made commitments to buy massive quantities of approved vaccines when they become available.
However, several political powerhouse countries, such as the United States and Russia, are not participating. Instead, they are striking bilateral deals with drug manufacturers – essentially, competing with the rest of the world to secure a national supply. Allocating scarce resources is never easy, but when availability could mean the difference between life and death, it becomes almost impossible.
Global production, distribution and social equality present dependent yet conflicting realities that will demand global supply chains provide complete transparency and an immutable chain of custody imperative to vaccine distribution.
The technology is available today – we just need to use it. We have the ability to track every batch, pallet, box, vile and dose along the supply chain. We have the ability to know with absolute certainty that the vaccine is approved, where and when it was manufactured, how it was handled and whether it was compromised at any point in the supply chain. Modern blockchain technologies should be applied so that every nation, institution, regulator, doctor and patient can have confidence in knowing that they are making an impact in eradicating COVID-19.