Tue. Dec 1st, 2020

On many attempts The last two decades have tried to reduce spending by making health care more efficient, or less useless, but little has been done to make care more productive. Even though it is important to eliminate unnecessary care, it does nothing to reduce the cost of producing the care that is required. After the waste is removed, it reverts back to the same event.

When Henry Ford shortened assembly time from 12 hours to 93 minutes, it boosted productivity and produced reliable, less-expensive cars, not only did he create a product that was seen as cost-effective , But he also revolutionized the way people live. Today, by the way American Health Care Industry Conducts flies in front of established principles to boost productivity. In fact, the way health care operates today is like Ford trying to convince the American public to make fewer, more expensive cars – with extras that people don’t really need – Instead to build more vehicles at a lower cost. The point is not that care is too expensive, but that people are not getting their money. Clearly the time has come for healthcare to focus on increasing productivity to reduce the cost of production units of care.

Like education, health care is a labor-based industry that relies on specialists to provide care. It is always based on a simple formula: a doctor must see a patient to get the desired result. This formula is why professional labor The single-most expensive component of care. As a result, health expenditure will increase faster than GDP growth because wages will increase at the same rate. At the same time, demand will increase as a result of scientific discovery and increasing age. The only way to change that trajectory is to reduce our dependence on specialist labor.

Reversing the cost trend will depend on finding ways to deliver care with fewer professional resources. This means developing operating models that do three things: moving work from over-expensive to less-expensive labor, transferring tasks back to the patient, and moving the work to digital technologies such as virtual health, either an enabler or delivery mechanism Transferring as.

Various health care studies consistently state that individuals expect personalized care with compassion; Technical completeness is expected but not sufficient. People want experiences tailored to their conditions and other aspects of their lives. They expect that care will be simple, transparent, coordinated, personal, secure, and seamless – and these expectations do not stop at the door of a doctor’s office.

How virtual health can help

As healthcare systems around the world face the common challenge of balancing capacity and demand, virtual health solutions can help improve the care of both under-served patients and those already receiving adequate care. In one American Hospital Association In the survey, 76 percent of consumers reached out to care about the need for human contact with providers. The take-off is that well-executed virtual care can complement in-person interactions and improve both physician competence and patient experience.

During a person-specific office visit, a physician spends most of his time collecting patient information and considering treatment options and interacting with the patient. Often, a patient shares information with a doctor in bits and pieces at different points of the examination, increasing the likelihood of misinterpretation at both ends.

What if part of the “typical” doctor’s visit could be before the actual office visit? Common consumer devices, such as sensors and digital scales, can capture and send a patient’s biometric information to a physician in advance. Through a secure portal, a computer-generated medical assistant will guide a patient through standard intake questions such as family medical history, and ask what issues or concerns need to be addressed during the visit. Then, diagnostic options will be suggested to the doctor prior to the appointment, using a diagnostic engine to analyze the combined data.

Virtual health solutions are already being used in health systems globally. An example is the pilot program in Scotland which uses virtual care devices in the emergency department. The pilot found that about 85 percent of patients could be safely assessed with the same level of patient satisfaction with immediate clinical symptoms such as an electronic stethoscope. Roughly 10 percent of patients preferred virtual seizures over in-person visits because they found that it was more attractive to see what the doctor was seeing, such as the eardrum or heartbeat. This is similar to when television games went from necessity to innovation. Just not enough in the game, people wanted to see replays, figures and other graphical information to enhance the experience.

Patient as a resource

Surprisingly, the patient remains the most understood resource in medicine. Engaging patients in their own care through a virtual health model can help the industry meet those goals and, at the same time, produce better health outcomes.

Greater emphasis on virtual health practices around the world is increasing the opportunity for patients and doctors to benefit from new digital technologies. For example, social portals, such as Big white wall, Enabling UK citizens to access behavioral health services and interact with peers in a medically monitored environment. In another example, Silver cloud Provides mental health professionals in the United Kingdom a technique to enable patient contact outside of visits. One-quarter of patients at the UK National Health Service who receive mental health services from a physician use digital technologies.

Consumer self-care devices, such as digital solutions that interface with medical devices, are also a viable option for chronic disease management. Accenture recently completed an analysis of primary care visits and looked at portions of a visit that could be removed when digital technology is used to supplement patient visits. We estimated that for diabetes care, the amount of time that can be freed for other uses is equivalent to approximately 24,000 full-time PCPs. In other words, the physician potential that is unlocked can be applied to treat more patients or other value-added activities, essentially improving the productivity of the entire system.

Digital technology is, in the right context, an important element of taking both more productive and more personal care at the same time. The technologies that now exist can provide care in a more economical way by optimizing physician time. And, perhaps people will feel that they are really worth their money.

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