[Implementation of computerized phisician order entry in a hospital setting: what are the keys to success?].

Journal de pharmacie de Belgique Pub Date : 2013-06-01
R Garçous, G Remy, M Bary, F Amant, F Cauwe, L De Beusscher, A Bouzette, P De Coster, J-D Hecq
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Abstract

Introduction: A software of computerized physician order entry [CPOE] was developed by a data-processing company in collaboration with the Mont-Godinne University Hospital By 2006, parallel to the evolution of the software, the progressive implementation of CPOE was carried out, and currently covers 16 wards, the emergency room, the recovery rooms and the center of medical care [day hospital] as well as the day surgical center

Objectives: Complete computerization of the drug supply chain, including the regulation by the physician, the pharmaceutical validation, the delivery and the follow-up of stocks by pharmacy, the validation of the administration by the nurse and the tariffing of the drugs.

Method and results: In 2006, a working group was created in order to validate specifications allowing the development of a software of CPOE, Linked to the computerized medical record. A data-processing company was selected in order to develop this software. Two beds were computerized in the pneumology ward, in order to test and validate the software. From 2007 to 2009, 3 additional wards were computerized [geriatrics, neurosurgery, revalidation]. A steering committee of CPOE, composed of various members (direction, doctors, pharmacists, nurses, data processing specialistsl is created. This committee allows the installation of the means necessary to the deployment of CPOE in the Institution. Structured teams for the deployment are created: medical and nurse coaches. From 2009 to 2012, the deployment of the software is carried out, covering 16 wards, the emergency room, the recovery room and the day-hospitals.

Conclusion: The computerization of the drug supply chain is a challenge which concerns the institutional level. The assets of our hospital and our project were: - a strong management committee, making of this project a priority entering the strategical planning of the institution; - a steering committee allowing each type of actor to express his needs, and of prioriser requests; - a closer medical coaching; - teams of nurses coaches, accompanying each ward, during and after the deployment; - a dynamic IT team allowing a relay between the Institution and the data-processing company. These points appeared essential and are as many keys for a successful deployment.

[在医院环境中实施计算机化医嘱输入:成功的关键是什么?]
导读:一家数据处理公司与蒙特戈丁大学医院合作开发了计算机化医嘱录入(CPOE)软件。到2006年,随着软件的发展,逐步实施了CPOE,目前已覆盖16个病房、急诊室、康复室和医疗护理中心(日间医院)以及日间外科中心。药品供应链的完全计算机化,包括医生的监管、药品验证、药房的交付和库存跟踪、护士的管理验证和药品的定价。方法和结果:2006年,成立了一个工作组,以验证允许开发与计算机化医疗记录相关联的CPOE软件的规范。我们选择了一家数据处理公司来开发这个软件。为了测试和验证该软件,对肺内科病房的两张床进行了计算机化处理。从2007年到2009年,又有3个病房进行了计算机化[老年科,神经外科,再验证]。成立了由各成员(指导、医生、药剂师、护士、数据处理专家)组成的CPOE指导委员会。该委员会允许采用必要的手段,以便在该机构内部署国别方案业务。为部署建立了结构化的团队:医疗教练和护士教练。从2009年到2012年,进行了软件的部署,覆盖了16个病房、急诊室、康复室和日间医院。结论:药品供应链的计算机化是一项涉及制度层面的挑战。我们医院和我们项目的资产是:-一个强大的管理委员会,使这个项目成为机构战略规划的优先事项;-一个指导委员会,允许每种类型的演员表达自己的需求和优先要求;-更密切的医疗指导;-在部署期间和部署后,陪同每个病房的护士教练团队;-一支充满活力的资讯科技团队,在学院和数据处理公司之间建立联系。这些要点似乎是必不可少的,也是成功部署的许多关键。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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