tag:blogger.com,1999:blog-5865768815327716731.post4916273034881003497..comments2008-03-27T08:52:12.817-04:00Ralph Bernsteinhttp://www.blogger.com/profile/14872065446489560244noreply@blogger.comBlogger2125tag:blogger.com,1999:blog-5865768815327716731.post-40458546407843274482008-03-26T17:45:00.000-04:002008-03-26T17:45:00.000-04:002008-03-26T17:45:00.000-04:00You have hit the nail on the head Ralph. In healthcare, a poor RIO is often accepted with the mandate to improve quality. What's often overlooked is the lean aspect of IT initatives. Velocity of service is a direct correlate to quality of service in patient's eyes. (and why wait times are at the top of most patient lists when judging service). EMR is a great example where the process can be severely disrupted. The other day I was speaking to a family physician who had recently switched to EMR - when I asked her how she coped with busy days she responded "oh - i just don't chart". When process flow is carefully accounted for in an IT role-out it works great, if not it's an uphill battle.<BR/><A HREF="http://www.waittimes.blogspot.com/" REL="nofollow">www.waittimes.blogspot.com</A>Ian Furst http://www.waittimes.blogspot.comhttp://www.blogger.com/profile/11795888117578055704noreply@blogger.comtag:blogger.com,1999:blog-5865768815327716731.post-84020141086418575522008-03-26T10:10:00.000-04:002008-03-26T10:10:00.000-04:002008-03-26T10:10:00.000-04:00Great post. I come from a technology company so I always see how it can reduce waste and add poka-yoke. <BR/><BR/>The specific examples you provide will help lean practitioners have a frame of reference for positive use of tech.Brianhttp://www.blogger.com/profile/05362416090544842604noreply@blogger.com