Hospital management and ERP
The whole hospital, in one record.
Registration, triage, consultation, wards, theatre, laboratory, pharmacy, maternity, billing, procurement and the general ledger. In one database, so the clinical record and the accounts describe the same events.
Thirteen seats, one click each, no password. A working system with invented patients.
Waiting 7
Ready for consultation 6
In consultation 6
Five things are waiting on you The notices desk →
A morning
It tells somebody, and it keeps telling them.
A critical haemoglobin is not a row in a list. It is an obligation with a clock on it, addressed to a named person, that escalates when nobody answers and can still be seen a year later.
Most systems in this market can record that result. Very few can tell you whether anybody read it.
The ward
How many beds will I have tomorrow?
The question a ward asks every morning, which decides whether the next admission is taken or turned away. It used to be answered by walking round and looking.
A discharge here is a plan that can be revised, not a status that appears once somebody has already gone. What is still outstanding travels with the patient, and it is recorded even when they leave anyway, because a patient who wants to go home may go home.
When the line goes down
The ward round survives the network.
A device that cannot reach the server holds its ward's patients, records what the nurse does, and sends it when the connection returns.
And a safety check that cannot run offline says so rather than passing quietly. A green tick that means "not checked" is worse than no tick at all, because somebody trusts it.
Who it is for
Two different questions, answered separately.
An owner and a programme are not buying the same thing, and a page that pretends otherwise persuades neither.
If you run a hospital
What each service actually costs you, and what it brings in. Read monthly, from the same rows the clinic wrote.
- Service line contribution, including the ones that lose money and are worth keeping
- Procurement from requisition to payment, against a budget that informs rather than blocks
- Stock valued at what you actually paid, not at list price
- Cashier reconciliation with a blind till count
If you fund or oversee hospitals
Numbers you can trace back to the rows that made them, and a record that can be audited rather than asserted.
- Statutory returns built from the register rather than retyped
- A tamper evident audit chain, and every record opening attributed
- Programme funded care billed to the programme and claimable from it
- Care quality indicators with the cases behind each one attached
The month
Every number arrives with the rows that made it.
Most hospital systems can give you a figure. Very few can show you the cases behind it without somebody spending a fortnight in a spreadsheet.
The monthly brief names what moved and why. A service line that lost money is a decision to take, not an error to hide, and the ones worth keeping are usually the ones that lose.
Published on purpose
What it does not do.
A system that claims everything is one nobody can plan around. This list stays on the site, and it is the reason to believe the rest of it.
Look at it rather than read about it.
The demonstration is the real system with invented patients. Choose a seat and you are straight in, no password. The queue above is that hospital, this morning.