University of Chicago Medicine

Combining compassionate patient care and groundbreaking medical and biological research, the University of Chicago
Medicine (U Chicago Medicine) is at the forefront of facing the world's most pressing medical challenges.

University of Chicago Medicine

Combining compassionate patient care and groundbreaking medical and biological research, the University of Chicago
Medicine (U Chicago Medicine) is at the forefront of facing the world's most pressing medical challenges.

"

In real time, we are able to alert our rapid response team to go to the bedside of a patient who is likely to go into cardiac arrest. So far, we’ve successfully reduced the number of cardiac arrests in the hospital by an estimated 15 to 20%.

Christine Watts
,
Chief Enterprise Architect

Trailblazer Award Winner

2016

University of Chicago Medicine Improves Patient Care with Data

Decreases cardiac arrest, increases OR efficiency, reduces re-admissions

Challenge

"We're one of the nation’s leading academic medical centers," states Chief Enterprise Architect Christine Watts. “One of our goals is to deliver superior healthcare, and part of our mission is to be a leader in our industry through advancements in medical innovation and through serving health needs. A big driver for change in healthcare is the move from a transactional to value-based business. Both patients and regulators are driving this change. "Some of the challenges that U Chicago Medicine needed to resolve were how to effectively share data across a large number of disparate systems. We have silos within technology as well as functional areas, and we needed to change our culture. If we are not able to resolve these challenges, ultimately, the quality and safety of our care delivery system could be impacted."

Solution

"We needed a technology platform that allowed us to integrate systems and centralize data so we could get information into the hands of the people who need it," continues Ms. Watts. "It had to help us break down barriers and correlate data so we could turn it into action and more effectively measure the care we are delivering."

CIO Eric Yablonka adds, "The TIBCO technologies we chose included TIBCO BusinessEvents® streaming analytics; TIBCO BusinessWorks™ integration; TIBCO Enterprise Messaging Service™ messaging middleware; TIBCO HAWK® monitoring and management; and TIBCO Spotfire® data analytics. Our perioperative services, operating room, and quality teams collaborated with IT, meeting each week for three months to iterate requirements, prototypes, and solutions. Prototypes were tested to ensure the solution would fit the need and allowed for business process optimization."

Benefits

Cardiac Arrest Prevention
"We implemented our eCART solution that uses streaming analytics, and a predictive algorithm developed by one of our leading researchers, to predict when cardiac arrest is likely to happen," says Watts. "In real time, we are able to alert our rapid response team to go to the bedside of a patient who is at a high risk of going into cardiac arrest. We have successfully reduced the number of cardiac arrests in the hospital by an estimated 15 to 20%. In February 2015, the system went live at 7:00 a.m., and by 10 a.m. that day, they had prevented the first cardiac arrest.

"Earlier this year, we implemented real-time alerts. The information that is flowing through the TIBCO platform is not just from our electronic medical records system. Much of it is flowing directly from devices monitoring patients throughout the hospital and ICU. All that information is streaming; we are picking it up in real time."

Operating Room Efficiency
"We have 24 operating rooms that can run concurrently, each requiring a dedicated team of professionals—attending surgeons, residents, anesthesiologists, physician assistants, students, nurses, scrub techs, radiologists, and perfusionists," explains Mr. Yablonka. "There are also vendors, equipment coordinators, and specialized cleaning teams that make the ORs run smoothly. We wanted to understand the current state of procedures within the ORs, reduce delays, and increase capacity by leveraging real-time analytics. The information used included handoffs between various stages of the process leading up to the start of the OR procedures, providing calculations on the timeframes of these events, alerting teams to specific delays, and displaying the status of OR turnover activities in real time on dashboards in and near the ORs, via pagers, and through mobile text messages.

"Using this information, OR teams created workflows that support immediate adjustments and service recovery for staff involved in the surgery, thereby reducing costs and increasing capacity. Within a matter of days, the ORs realized the value, with an anticipated cost savings of up to $600,000/year in operating margins and decreased turnover time of between 15–20% (4 minutes/room). In the next phase, we will send automatic text alerts to the care team based on turnover triggers for an additional 15–20% decrease in turnover time and another $500K in savings."

Advanced Patient Identification, Reduced Re-Admissions
"Certain patient classes have a high degree of re-admittance, and by identifying them early, we are able to reduce re-admissions," says Watts. "Using a predictive algorithm, combining static and real-time data, we are able to better identify patients and make sure they get the right care."Being recognized as a TIBCO Trailblazer Award winner speaks volumes about what our team is delivering—that it's the right thing, and we're doing it in the right way."

 

Future

"We will move from just predictive analytics to real prescriptive models—and deliver decisions and information to providers at the moment they're needed, when they're delivering care. We will truly augment intelligence."

$600,000

Anticipated OR cost savings per year due to efficiencies, plus $500,000/year in the next phase
Case Study