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Where is RFID's ROI in Health Care?
The most strategic benefits for radio frequency identification in health care aren't necessarily found in applications with the most apparent return on investment.
Feb 13, 2006—The U.S. health-care industry represents a large percentage of the overall U.S. economy and an area well known for being a late adopter of information technology. In fact, according to the U.S. Department of Health and Human Services (HHS), at the end of the 1990s, the health-care industry was investing only about $1,000 per worker on IT, compared with about $8,000 per worker for most other industries.
Yet, despite its late-adopter nature, the industry can benefit tremendously from IT innovation in order to improve patient safety and streamline business processes. The HHS estimates IT can reduce health-care costs up to 20 percent per year by saving time and reducing duplication and waste. IT innovation can come either in the form of established technologies deployed in new ways, or as emerging technologies applied to support new or existing processes.
The business case for tracking mobile assets is related to the ability to find assets such as infusion pumps quickly, and to minimize time searching for these assets within an emergency department or other hospital unit. Real-time location systems are able to locate these assets within a few feet, or within a particular room. The time savings may be realized by both clinical engineering staff and nursing staff, and can often amount to a couple of days per week per person. Additionally, these faster search times can help improve overall asset utilization and, in certain circumstances, enable more streamlined inventories of equipment and lower rental costs. Tracking technologies can help to lower shrinkage when items get accidentally misplaced for extended periods of time, while also serving as a deterrent to deliberate theft. The return on investment can be quantified by looking at all of these factors and comparing them with the initial and ongoing costs involved in implementation. In this example, the business case is fairly straightforward to determine, and investment decisions typically ride upon the infrastructure costs of the network deployment.
The business case for better patient-flow management is related to the ability to streamline patient flow, and thus patient throughput, throughout the continuum of care. If an emergency department can process more patients per year, it can help delay the need to expand the unit or build additional facilities. Improved patient flow can also have a positive effect on patient satisfaction and provider business processes and recordkeeping. The ability to capture procedure start and stop times and patient wait times can help automate previously manual measurement techniques. It can also be used for Six Sigma purposes and continuous improvement. An electronic record of patient flow greatly improves the time taken to perform chart audits and can feed into the patient electronic medical record. Patient status can be electronically communicated to family members in waiting rooms via displays, helping reduce call volumes and associated costs. Better flow management may also help to increase revenue by more accurately capturing services rendered, enabling full billing for those services and supplies.
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