0:00:00 | i |
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0:00:01 | thanks very interesting paper |
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0:00:03 | i will go through piecewise the explain you a paper and i |
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0:00:10 | you'll find more information the excel a close contact us by email |
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0:00:15 | okay let's go |
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0:00:18 | is a fist |
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0:00:20 | how to improve works well actually the context of interaction of technology such as the |
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0:00:25 | mr |
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0:00:27 | as you know work flow is often cited as the number one pain point by |
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0:00:30 | provided that right introduced technology more |
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0:00:33 | and therefore successful implementation requires not just the technical part but also culture and work |
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0:00:40 | process change |
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0:00:42 | is an example of a work flow |
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0:00:45 | in which a patient arrives at the office |
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0:00:48 | checks in at the desk sits in the waiting room gets to be examined gets |
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0:00:52 | taken care of it gets discharge this is an overall work flow for the flow |
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0:00:56 | through the whole office |
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0:00:59 | which is important to examine but one also needs to examine |
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0:01:02 | individual work close to each of these points |
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0:01:05 | why should one do this well |
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0:01:08 | there always opportunities to improve workload often work flow |
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0:01:13 | i has been stagnant in is never been examined |
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0:01:16 | so it's important opportunity to examine an improved will close |
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0:01:20 | "'cause" |
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0:01:22 | there are various factors that need to be addressed six months acoustic here |
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0:01:29 | one can also expect to obtain certain benefits |
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0:01:32 | from work so design |
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0:01:35 | some which are listed here |
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0:01:37 | importantly the ability to a che achieve consistency in the liability |
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0:01:42 | a critical |
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0:01:45 | when used to examine the work for each point in the office and to recognise |
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0:01:48 | that |
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0:01:49 | in addition |
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0:01:51 | their location will transition in and out of your office and that's another opportunity to |
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0:01:55 | examine what |
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0:01:57 | needs to |
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0:01:58 | examine and we examined local constantly of the time and needs to include every member |
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0:02:03 | of the team in this process |
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0:02:06 | i was this done well as to understand each of the steps in the system |
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0:02:11 | what each of the steps in the in the work flow |
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0:02:13 | we call these activities and for each activity one needs to understand what preceded what |
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0:02:19 | follows that and what kind accessible table |
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0:02:21 | i mean one understands this one can design work flow and what sort out using |
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0:02:26 | various kinds of icons like these |
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0:02:28 | we can software that's readily available |
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0:02:31 | problem is that these not difficult to use it also that how to |
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0:02:36 | so we design |
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0:02:38 | in this study they |
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0:02:40 | a simple method that involves |
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0:02:42 | simple and easy to read by collins |
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0:02:46 | and i'll demonstrate this using a |
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0:02:49 | magnetic order moment |
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0:02:51 | essentially these are magnus the questionable and can be round |
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0:02:56 | to design a redesign what follows one |
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0:03:00 | engaging formants team |
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0:03:02 | using this toolkit that contains various |
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0:03:05 | elements |
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0:03:06 | and |
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0:03:08 | is an example of experience |
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0:03:10 | from practise that file not only would able to improve their work flow |
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0:03:15 | they were able to help every member of the team understand their own goal |
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0:03:19 | within the greater system |
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0:03:21 | so use an example of a work flow that set up using the board of |
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0:03:24 | the magnets and this is an overview of the patients float the office for their |
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0:03:29 | opposite |
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0:03:31 | starts with the patient being registered |
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0:03:34 | by the perception person |
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0:03:35 | and they get put in the room at the time to that they put in |
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0:03:39 | the room of the medical assistant identified as |
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0:03:41 | that the patient had some light tests that we need the results or the patient |
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0:03:45 | has been image you |
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0:03:47 | then they together someday there are one of those things |
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0:03:51 | so they initiating gaelic adding that may be done by someone else |
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0:03:57 | then the patient guess to be seen by the doctor and then there are the |
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0:04:00 | steps would have to be here like such as discharge patients getting shot so that |
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0:04:04 | they need to |
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0:04:06 | but suppose that we want to change the work flow |
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0:04:11 | so we decided this data gathering is inefficient to occur the time of the patient |
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0:04:16 | right we want to do something a comprehensive planning |
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0:04:19 | so we will just take this off removing so ridiculous of some space |
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0:04:25 | here |
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0:04:27 | so we can |
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0:04:28 | revise are |
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0:04:31 | stuff a little bit |
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0:04:33 | well so that you |
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0:04:36 | the same as the simply was applied so let's put the nursing here |
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0:04:41 | than this is gonna identified before the patient arrives than those containing five |
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0:04:47 | what the needs on intensity recapping to get initiated at capturing such as good results |
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0:04:52 | and also they may do well think as well of course such as |
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0:04:59 | insert minus into the chart about what matters station needs or whatever |
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0:05:03 | so that can represent here as well |
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0:05:06 | and then selects pose a low that happens before the patient visit some of them |
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0:05:10 | here then we have the patience of right here |
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0:05:15 | we create the still |
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0:05:19 | show you work |
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0:05:21 | so that we can |
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0:05:23 | do you anything quite that one |
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0:05:26 | help seven twenty keep |
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0:05:28 | track of what changes will make why we can take pictures of the board et |
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0:05:32 | cetera |
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0:05:32 | thanks again and you have any questions please email |
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0:05:36 | thank you |
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