15 Ottobre

Supporting Governance in Healthcare Through Process Mining: A Case Study

Healthcare organizations are under increasing pressure to improve productivity, gain competitive advantage and reduce costs. In many cases, despite management already gained some kind of qualitative intuition about inefficiencies and possible bottlenecks related to the enactment of patients’ careflows, it does not have the right tools to extract knowledge from available data and make decisions based on a quantitative analysis.

To tackle this issue, starting from a real case study conducted in San Carlo di Nancy hospital in Rome (Italy), this article presents the results of a process mining project in the healthcare domain.

The way that an executive team interacts, collaborates and solves problems together is critical. Yet most teams spend the majority of their time focusing on the it (namely, the issues themselves) and not enough time on the we (that is, becoming more aligned and effective at solving those issues).

IEEE Access – 12 ottobre 2020

Process mining techniques are here used to infer meaningful knowledge about the patient careflows from raw event logs consisting of clinical data stored by the hospital information systems.

These event logs are analyzed using the ProM framework from three different perspectives: the control flow perspective, the organizational perspective and the performance perspective. The results on the proposed case study show that process mining provided useful insights for the governance of the hospital.

In particular, we were able to provide answers to the management of the hospital concerning the value of last investments, and the temporal distribution of abandonments from emergency room and exams without reservation.

LINK DI ACCESSO

Those Four Traits:

Greater good. Leaders take an enterprise-wide view, thinking beyond their individual responsibilities, sharing information with peers and making decisions with an eye toward the greater good.
Commitment. The actions of the executive team are consistent with what they say in the meeting room. In all settings, the group demonstrates alignment and unity with the agreed-upon path forward.
Trust. The executive team presumes a posture grounded in trust (vs. control), and in addition to trusting each other, they believe that the people who report to them are also capable of solving problems.
Inclusion. The C-suite actively uses a mindset of inclusion, meaning that when interacting with one another they seek to ensure three things—namely, that every member of the team feels important to the group, capable of fulfilling their responsibilities and understood on a personal level.