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mörfelden-walldorf, germany publication frequency: bi-monthly european hospital issn 0942-9085 representatives china & hongkong: gavin hua, sun china media co, ltd. phone: +86-0755-81 324 036 e-mail: gh@european-hospital.com germany, austria, switzerland: ralf mateblowski phone: +49 6735 912 993, e-mail: rm@european-hospital.com france, italy, spain: eric jund phone: +33 493 58 77 43, e-mail: ej@european-hospital.com gb, scandinavia, benelux: simon kramer phone/fax: +31 180 6200 20 e-mail: sk@european-hospital.com israel: hannah wizer, international media dep. of el-ron adv. & pr co., ltd., phone: +972-3-6 955 367 e-mail: hw@european-hospital.com south korea: ch park, mci phone: +82 2 730 1234, e-mail: chp@european-hospital.com usa & canada: hanna politis, media international tel: +1 301 869 66 10, e-mail: hp@european-hospital.com nhs england adopts translational medical information server (tmis) integrating imaging and metadata on any device ot efficiency impacts on quality care england’s nhs has received an advanced medical imaging and genomic data integration platform from a global healthcare informa- tion systems specialist, mark nicholls reports given mounting financial pressure, a hospital needs greater effi- ciency in medical service structures. staff and materials for operating theatres (ots) account for about a third of the overall expenditure. working closely with all other hospital departments, ot efficiency can affect a hospital’s overall efficiency and costs, reports cornelia wels-maug founder and ceo of kanteron systems, jorge cortell lived in new york, but moved to london with his family to personally support and manage the collaboration with the nhs. kanteron systems has offices in new york, london, lima, as well as a european hq in valencia. professor martin schuster md, head of the department of anaesthesiology, intensive medicine, emergency medicine and pain management, at the fürst- stirum-klinik, bruchsal, germany shawn larson is a senior project manager at the health and social care information centre and creator of the openpacs project. following 18 years in frontline diagnostic imaging, he spent time in industry and private healthcare before joining government healthcare it where he has been involved in a variety of national projects. a translational medical information server (tmis) that aims to prevent adverse medication events, assist in pre-operative genomic screening and establish telemedicine networks is being adopted by nhs england’s open source and code 4 health programmes. developed by kanteron systems (founded 2005), the tmis platform integrates genomics, pharmacog- enomics, digital pathology, radiol- ogy, biosensors, and analytics into a single unified workflow at the point of care. the system can, for example, allow oncologists to access radi- ologists’ images and studies, pathol- ogists’ biopsies and reports, lab genomics sequences, pharmacog- enomics databases, and biosensors’ readings and combines all that information to enable analytics via single-sign on, single interface, and single point of access. shawn larson, senior project manager at the health and social care information centre and creator of the openpacs project, explained the agreement with kanteron brings the nhs a set of ‘quality, cutting edge and medical device certified diagnostics’ combining, he added, imaging genomics and pathology into a single system. accessed via nhs england’s open source/code 4 health repository and managed on an on-going basis by a clinically led nhs custodian group, this will take nhs infor- matics capability to a new level, with open source now a ‘genuinely viable and affordable alternative to proprietary solutions.’ the company reports that the national health service will make financial savings by improving patient outcomes via improve- ments in the diagnosis of conditions including cardiovascular disease, cancer, obesity and diabetes; sup- port personalised therapies; and deliver more focused medication. founder and ceo of kanteron systems, jorge cortell, said that, as a complete personalised medicine operating theatre management was established to ensure better deploy- ment of theatre resources by • ensuring patient safety during surgery • ensuring that all clinical depart- ments have access to the or-facilities • maximising the use of theatre resources • minimising waiting times for surgical procedures • enhancing satisfaction among patients and staff. however, to measure the effi- ciency of a given ot, as well as the quality of its performance clearly defined, measurable indicators are needed to establish a reliable set of benchmarks as opposed to rely- ing on qualitative impressions as to how well or badly the perioperative process has been executed. professor martin schuster md, head of the department of anaesthesiology, intensive medicine, emergency medicine and pain management, at the fürst-stirum- klinik, bruchsal, germany, was among a group of physicians and ot managers who set up a bench- marking programme for periopera- tive process data: ‘it’s really hard to know how many resources are used per patient per surgery,’ he explained. ‘for this, you need to know all the different processes involved in a procedure, from enter- ing the pre-operative unit all the way to leaving the operating thea- solution, tmis integrates ‘silos’ cur- rently existing in many hospitals such as genomics, pharmacogenom- ics, digital pathology, radiology, biosensors, and analytics into a single unified workflow to produce a complete visualisation with deep integration, enabling researchers and clinicians to reach precise diag- nostics with ease and speed. ‘while any of those components provide all the functionality needed by each area, when we connect them, tre- mendous synergies and efficien- cies are enabled, such as virtual multidisciplinary collaboration, adverse medication event detection, radiomics analysis,’ he added. nhs institutions gain unlimited access to kanteron’s tmis plat- form source code and free use. for kanteron this entails close nhs collaboration to co-develop specific tools and functions needed by the clinicians. the system works via a web browser and runs either on-prem or in the cloud to provide data (including imaging and metadata) storage, management, integration, collaboration, normalisation, as well as visualisation. tre. to obtain reliable, reproducible data, a group of hospitals has united to define the different underlying processes and agree on indicators to build up a repository for bench- marking data.’ beginning in 2009, with 20 hos- pitals and about 192,000 data sets, there are now (in 2016) 220 par- ticipating hospitals, which produce more than 1.5 million data sets per year. although the definition of the key indicators for the benchmark- ing platform are handled by a clini- cal consortium consisting of the working group on key figures of the association of ot management (vopm), the german association of anaesthesiology and intensive medicine (dgai), the professional association of german anaesthetists (bda) and the professional association of german surgeons (bdc), all aspects associated with the collection of data are taken care of by hamburg-based digmed. this company is responsible for ensuring that the used infrastruc- ture is compliant with current safety and privacy legislation. ‘at the very beginning, we handled the data our- selves at göttingen university hospi- tal,’ schuster added, ‘but when this became too contentious, we decided to transfer the job to a neutral inter- mediary − digmed.’ hospitals transmit the data elec- tronically to digmed. those meas- urements have already been gener- ated as part of a hospital’s routine documentation of each ot case and reside in its hospital information system. however, the data transfer is not in real-time, but typically occurs once a month. in turn, the hamburg firm performs a centralised plausi- bility test of the data, e.g. ‘anaes- currently with customers in 15 countries, kanteron reports that the key benefits for the nhs in terms of workflow, cost and clinical outcome will be increased interoperability, enhanced collaboration, faster diag- noses, improved diagnostic tools, flexibility, better control of the data, avoidance of vendor lock-in, and considerable savings. cortell: ‘our experience in other countries is that patients benefit thesia administered prior to incision time’ points to a problem in the data set and the reporting hospital is asked to check its data. designated users of all registered hospitals can access the database via an internet portal to look at their institutions’ data and compare them to the overall benchmark. ‘the data is used to generate reports as well as benchmarks. we also offer the option to compare an institu- tion with its peers. for example, a university hospital can measure its performance with that of other university hospitals’, schuster points out. however, the data is not accessi- ble for non-participating institutions. ‘modifications and the achievement of objectives can be monitored con- tinuously and made generally avail- able by means of an adequate com- munication structure’, he stresses. to ensure a high rate of accept- ance among hospitals, the bench- marking process is governed by the underlying principles of ‘origin and quality of data’, ‘usefulness and benefit’ and ‘safety and acceptance’. the actual set of key indicators for process efficiency presently com- prises 38 measurements, among them ‘start-time tardiness’, suture- to-incision time’, ‘changing time’, ‘incision-to-suture time’, ‘degree of ot capacity utilisation’, ‘number of surgical interventions’, ‘total inci- sion-to-suture minutes per case’ and ‘staff costs per surgical intervention/ incision-to-suture minute’. schuster calls attention to the fact that distri- bution curves are often more mean- ingful than absolute values and shares some snippets of the insights from the benchmarking exercise. ‘delays in transporting the patient to the operating theatre are the from faster diagnosis, access to their own data (if hospital administra- tors allow it), reduced errors from identification to double data entry or adverse medication event, and overall improved outcomes.’ other areas it will be particu- larly beneficial are those involving complex cases and a multitude of tests, exams, images and reports in oncology, cardiology, neurology and so on, will particularly benefit most from the integrated platform. work with nhs pilots currently using the in-built development plat- forms to enhance and innovate the system is continuing, as well as progression in existing relationships with higher education institutions, schools of radiology and universities to create a unified diagnostics solu- tion, and to continue to promote the growth and adoption of open source in the nhs. number one cause for tardiness of surgeries. ‘additionally, there is often no positive linear relationship between the frequency with which an opera- tion is performed and the time the procedure takes.’ by using the data provided by digmed, participating hospitals have the tools to render their ot pro- cesses more efficient, hence, creat- ing additional value for their institu- tions. however, as useful these key indicators may be, schuster also warns: ‘they are important tools, but there are pitfalls associated with them because one needs to know exactly how to interpret them, espe- cially around utilisation rates and turnover times.’ as the quality of the benchmark is positively linked to the number of participating hospitals, it will be important, for the future, to win additional institutions and, with it, additional data sets. this will also open the door for applying analyt- ics to the data to uncover hitherto undetected relationships between the process times and the quality of medical care. 24 european hospital vol 25 issue 3/16 phone: 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