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R A Korpman

Publications and source records attributed to R A Korpman.

48 records · Page 3Linked to original sources
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More than just two offices.

Some believe that there is an entrepreneur inside every one of us just waiting to get out (and get rich!). Others counter with the old saw that physicians make poor businessmen and businesswomen. Although we tend to laugh at old saws, they often provide significant insight. Thus, when considering becoming an entrepreneur, perhaps one should begin by pondering the business and philosophical differences between a medical practice and an entrepreneurial endeavor.

Commerce↗
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'Second generation' Internet e-health: the gladiator for HIPAA compliance?

The Health Insurance Portability and Accountability Act (HIPAA) is intended to simplify administrative processes and improve health information security. There are a number of traditional ways to address the expense and complexities of simplification, but none of them are bargains or beauties to behold: (1) Do-it-yourself encryption; (2) new back-end system purchases; (3) legacy system re-programming; or (4) onerous paper documentation. The good news is that 'second generation' e-health solutions are emerging that act as internal "wrappers" for health plan or provider data systems. They provide both an interface for end-users and a layer of security for organizational information and allow detailed patient-related data to remain at the system owner's physical location. These second generation solutions don't just 'connect,' data, they actually 'understand' the information, and can use data elements to invoke necessary rules, processing pathways, or personalization for specific stakeholders as required by HIPAA.

Computer Security↗
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Patient care automation: the future is now. Part 6. Does reality live up to the promise?

By almost any measure, it appears that patient-centered integrated information systems with an operations optimization focus contribute significantly to an institution's efficiency, efficacy, and quality. As with any other management enhancement tool, savings will only accrue if the institution manages to the savings. Nevertheless, such savings appear realizable and achievable. User communities, including nurses, physicians, administrators, and others all profit individually and collectively by using such a system. Finally, by providing better quality care and spending less time on clerical work, patients are the ultimate recipients of the benefits of an integrated patient-centered approach.

Cost-Benefit Analysis↗
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Patient care automation: the future is now. Part 3. The five rules of automation.

Five key principles for creating effective operations optimization-based patient care automation have now been established: (a) The old system architectures did not provide operations optimization; (b) primary patient care optimization (nurses and doctors) must be the central focus of any effective system; (c) the system must provide a platform that allows for eliminating both the retrospective and prospective (subterranean) paper records; (d) point-of-care data capture, including at the bedside, must be provided; and (e) integration around the patient is critical to success. Systems that ignore these principles will ultimately be doomed to repeat the problems of the manual system. Adherence to these principles opens a myriad of possibilities and provides a road map for how such a system should function. The next installment in this series of articles will address the ramifications of integration in system design and system use. The positive effects that such system designs can have on the realization of demonstrable benefits from system technology will also be reviewed.

Computer Communication Networks↗
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Patient care automation: the future is now. Part 4: From philosophy to implementation.

Computer systems that meet the five principles and support the nine attributes detailed above are most likely to provide optimized operational support to all providers, enhancing efficiency, efficacy and quality of health care. Each time one feature is not included, providers must substitute by decreasing the quality of care delivered, and/or by increasing the quality of care delivered, and/or by increasing the clerical work needed to manage the care system.

Computer Systems↗
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Do DRG reimbursement rates reflect nursing costs?

The assumption underlying diagnosis related group (DRG) reimbursement is that the prospective, diagnosis-determined rates reflect actual costs incurred during a hospital stay. The nursing component represents a significant percentage of the costs associated with a patient's hospital stay. However, a study of actual nursing labor costs for 240 acute care patients in five DRG categories showed that some DRGs vary in daily nursing labor costs up to 500% over the course of a patient's stay. For some DRGs, the patient's DRG classification is not an adequate measure for determining, assigning, or allocating nursing costs within the institution. Hospitals that do not track actual nursing costs risk unanticipated cost overruns for some diagnoses that may have a significant effect on hospital finances.

Adolescent↗