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Susan Stinson-Lypka

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    OS04 - Cool Tools for Digital Health (ID 25)

    • Event: e-Health 2019 Virtual Meeting
    • Type: Oral Session
    • Track: Technical/Interoperability
    • Presentations: 1
    • Coordinates: 5/27/2019, 10:30 AM - 11:30 AM, Pod 6
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      OS04.04 - Surviving big bang digital disruption: rapid problem solving and innovation. (ID 179)

      Susan Stinson-Lypka, The Hospital for Sick Children; Toronto/CA

      • Abstract
      • Slides

      The purpose of this panel is to share learnings from ?big bang? Epic HIS implementation at a tertiary care children's hospital ? SickKids Hospital, Toronto - using a Blood products case study, including: - Interprofessional team formation to deal with high risk issues - Urgent issues management - The role of process improvement in HIS implementation - End user engagement and education Following this session, participants will leave with an understanding of critical success factors and lessons learned related to ?big bang? HIS implementation.

      The Blood products SWAT Team was formed in the first week following the implementation of Epic to address urgent issues related to blood products impacting patient safety. Specifically, issues with the blood products ordering and preparation processes were causing significant delays in blood products administration and impacting patient care. The SWAT team included a broad range of stakeholders, including representatives from Epic project team, process improvement, laboratory and clinical staff and organization leadership. In the 4 months following go-live, the Blood products SWAT team became the first point of contact for problem solving and issues management. Through the Blood products SWAT group following activities were performed to identify root causes of issues and to develop resolutions: Ongoing monitoring of relevant safety reports Comprehensive tracking of blood products issues Shadowing of Transfusion Medicine Department and clinical staff Addressing technical and build issues in Epic and HCLL (Transfusion Medicine System) using iterative system design Obtaining feedback from Subject Matter Experts (SMEs) Providing regular touchpoints for troubleshooting issues Establishing and management of key work groups to review specific issues Establishing SWAT Oversight Committee Establishing new processes and practices to align with new workflows resulting from Epic implementation Co-designing processes with inter-disciplinary teams Ongoing communication across the organization related to blood productss in Epic ? web site, presentations, email, meetings Re-education of clinical and Transfusion Medicine staff based on key issues Developing education materials The Blood products SWAT team took interdisciplinary approach to problem solving. This resulted in many departments across the organization being involved throughout the work of the BC SWAT Team, including: Blood Bank Epic Teams: Orders, Beaker, Beacon, Clin Doc, Op Time, Anaesthesia, Ambulatory Dialysis/Apheresis Haematology/Oncology ICUs Perioperative Services Inpatient Units Medical Day Care Provider Advisory Committee

      Results are below: bb swat.png

      Despite being prepared, anticipate issues at go live. Importance of interprofessional engagement to identify and resolve issues post ?big bang? HIS implementation. Need for additional education post HIS training. Don?t underestimate the role of processes in HIS implementation and importance of interprofessional pre- work prior to go live.

      140 Character Summary:
      Learn how we managed blood product ordering, issuing and administration issues, following implementation of a new Epic HIS and Transfusion Medicine System.

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