Chemtrails (is long lines of thin clouds trailing planes can be seen in the sky with the right weather conditions, sometimes long after an aircraft has disappeared from view) are what some call the white trails you see left behind as a plane passes overhead.These clouds are contrails, and are the result of water vapour […]
health care trend: about people's midecal and chemicals life
2021 top ten new trends in health care: new normal
Continued disruption will require the healthcare Council to adjust its governance model
In this unprecedented era, what should the hospital and healthcare system board focus on when preparing for 2021 and beyond? As organizations respond to the epidemic, we expect that continuous destruction will become the norm, and the road to success will increasingly depend on collaboration, innovation, digitalization and leading scale in the competition.
Trend 1.virtual nursing
We will continue to see virtual nursing solutions emerge in the entire nursing system, from telemedicine access to virtual hospital care and home care. In february2020, medical insurance primary care visits through telemedicine will be less than 1%; By April, driven by the pandemic, this figure had risen to 43%. This growth seems to be sustainable as patients and doctors adopt new ways of thinking about virtualization. For enterprises, it is very important to combine their virtual strategy with the changing market demand, growth strategy and evolving payment mode. This is not a panacea, but a natural process to support providers and patients in a more meaningful way: virtual requirements become the way organizations work, not a disconnected part of strategy.
Trend 2.Collaborative ecosystem
2019 coronavirus disease has exposed the vulnerability of global medical institutions on key issues such as security, equipment, data availability and infrastructure. In the early days, it was obvious that "acting alone", that is, relying on the organization's own supply lines and capabilities, was impossible. This has led to special cooperation with providers, suppliers and non healthcare companies to provide resources and capacity to resolve crises.
Based on this mindset, successful organizations will find ways to bridge the gap and innovate with their partners to bring unique problem-solving skills.
1 more strategic and flexible supply chain
A successful supply chain is becoming a key difference and a key part of the healthcare delivery process in a way we have never seen before in the healthcare sector. To do this, we need to think strategically and systematically around all the functions in the organization. Topics to be considered by the board include:
Increase storage and self distribution. Old is new. We see a trend towards more self distribution rather than just in time delivery by distributors. This enables the organization to buy in bulk, control distribution and minimize reliance on items at risk of depletion. Organizations do not have unlimited capital supply, so this is not a one size fits all procurement strategy, but it may be meaningful to some projects in the supply chain.
Deeper relationships and backup suppliers. As many hospitals compete to buy pandemic related supplies, the value of supplier selection relationships becomes apparent. The key is to strike a strategic balance between price, performance and trust. It is not ideal to obtain the lowest price but lack the relationship that cannot be "prioritized" in a crisis. Without plans B, C, and D, you can't rely too much on one supplier. We have seen many organizations establish links with backup suppliers at all levels, which are usually smaller and closer to their main suppliers, in order to gain flexibility, speed and as much certainty as possible, so that key projects will be at hand when needed.
A new supply chain model for new care settings. Health care futurists believe that by 2040, most medical and chemicals services will be provided in the home, outpatient or virtual environment. Adapting to this new approach to care - in terms of supplies and delivery methods - requires relationships with different types of suppliers, such as retailers, contract employees and technology suppliers. This is an exciting but huge challenge: how to rebuild the supply chain to provide large-scale non hospital medical services in a safe, cost-effective and high-quality way.
Smarter, faster, predictable information. It is expected to see more automated software and artificial intelligence (AI) in the healthcare supply chain. In addition to freeing people from repetitive tasks, these technologies can help decision makers identify trends and provide resources for workers. For example, predictive analysis focusing on the health of the population within an organization or system can alert managers to trends in disease status and their associated supply needs. Supply chain managers can use artificial intelligence tools to master new transportation logistics, such as transporting supplies to decentralized home care institutions.
Trend 3. Consumption of patients
Today, we can receive the goods on the same day of placing the order, and track them minute by minute from placing the order to delivery. Not surprisingly, patients expect the same level of efficiency and transparency from their healthcare providers. On the contrary, some patients may have to wait for weeks or months to make an appointment, and have only vague ideas about when the examination results can be obtained. Organizations need to assess their current barriers to consumer satisfaction and deploy analytics and patient-centered technologies to improve the convenience, speed, and transparency of care. For example, when a health system on the West Coast adopts precise planning practices to minimize the waste of time between imaging examinations, they can open up 5000 new examination periods every year, so they can arrange patients more quickly.
Trend 4. Cooperation and competition is a feasible strategy
Cooperative competition or cooperative competition is an important trend in the field of health care. While some suppliers see large retail stores, national drugstores chains and other new entrants as threats, other organizations see opportunities. Their strategy is to use the capabilities of these powerful participants to reduce nursing costs, increase downstream market share, focus on core professional services, and maintain a high degree of contact with patients.
Uninstall financially exhausted services. Organizations like CVs and WalMart now provide basic primary health care, simple diagnostic services, and chronic disease management - services that the health system has been unable to provide and that are profitable. Identifying opportunities to work with retail organizations to fill this gap helps simplify organizational services, increase access, and provide better patient care at a lower cost.
Expand the market while improving community health. New entrants can become a multiplier and increase the overall market for medical services. Look for opportunities where your services may have a significant impact on community health and partners. For example, about half of women aged 40 and older do not receive breast X-ray screening. If a mammogram service provided by a large retailer successfully motivates this group, most women who receive in store mammograms will not need follow-up care. However, many patients need to be referred for follow-up diagnostic tests and may need treatment. Establishing a two-way relationship with new entrants - sharing data and providing easy access to hospitals or health systems - may open the door to a potentially large number of new referrals.
Think outside the zip code. With the emergence of virtual services and virtual labor, the talent pool is expanding, and new entrants are emerging. They can provide services at lower cost and higher quality than some organizations. One example is the collaboration between remote ICU service providers and small rural hospitals to improve patients' access to highly specialized critical care. Organizations have also increased the flexibility to find personnel in clinical areas, such as associate professional radiologists, and cover non clinical areas where it is difficult to recruit talents, such as income cycle experts, it personnel and customer service representatives.
Trend 5. personalized nursing
Although patients want the convenience of digital interaction, personalized care is still the touchstone of their loyalty. According to a survey of healthcare consumers in 2020, the "ideal" healthcare experience requires personal experience, whether virtual or personal. Patients said it was important for clinicians to spend time listening, showing concern and communicating clearly. In order to be effective, it must be linked to plans that drive measurable results. For example, a large academic medical center has created a communication training program to teach doctors best practices to follow when interacting with patients. Within one year, the proportion of patients who "always" feel that doctors listen, respect them and explain clearly has increased by 9 percentage points.