Healthcare and Retails

Business Intelligence and Analytics

GROUP 15
ALEX JOSE
JEBY BENZY
DIVYA S
 BI GOLDEN RULES
DATA QUALITY & ACCURACY

DATA CONSISTENCY

DATA TIMELINESS

GET THE RIGHT INFORMATION TO THE RIGHT PEOPLE

AT THE RIGHT TIME
WHY DO SECTORS NEED BI?

Whats the best that can

Optimization happen?
Competitive Advantage

Predictive Modeling What will happen next?

ANALYTICS
Forecasting/extrapolation What if these trends continue? (Tactical &
Strategic)
Statistical analysis Why is this happening?

Alerts
What actions are needed?
Query/drill down
Where exactly is the problem? DATA
Ad hoc reports ACCESS &
How many, how often, where? REPORTING
Standard reports (Operational)
What happened?

Sophistication of Intelligence

2008 Accenture. All Rights Reserved.

DATA MINING IN HEALTH CARE
There are numerous uses of data mining in the healthcare and
related industries (i.e., biotechnology, pharmaceuticals and
healthcare insurance)
Mastering some data mining techniques, can
mean more and faster analysis.
And data mining is widely (and successfully) used in the
healthcare industry.
Example, for mining claims to determine the best providers and
procedures for particular conditions, determining diagnostic aids
for certain procedures and protein analysis for drug development.
 CHALLENGES OF BI IN HEALTH CARE
Data quality and data consistency for electronic medical record is an
issue that can plague healthcare groups, as many systems are configured
differently.
There aren't many BI vendors or products in the market that are a great
fit with the type of reporting and work medical BI analysts need to do.

Metrics to achieve goal

Patient Arrival: days and times patients arrive in the ER (good for pattern
recognition, not necessarily real-time analysis)
Provider Productivity: patient volume by physician; average time spent with
patients
Turnaround: turnaround time of CT exams, MRIs, and ancillary services; lab
result wait times
Bed Tracking: system to track which beds are vacated and when, so ER staff
can prep patients for admission when rooms are about to open up
 Healthcare is changing rapidly and so is the
industrys need for analytics and business
intelligence, which brings up a problem:
What exactly IS healthcare business
intelligence?
Perhaps the better question is:

What is your business intelligence strategy?

Regardless of your organizations answer, that strategy has one
common and critical element: the need for a fundamental and
foundational clinical data warehouse.
RELEVANCE TO HEALTHCARE
Grown Accustom to shaping processes and decisions based on:

intuition,
provider preference,
amount and type of resources available,
competing priorities,
vested financial interest and
incentives aimed at more care is better care (do it all)

What if we had information to make decisions based on individual

patient characteristics and evidence gleaned from previous encounters
with the disease?

How do we provide timely, efficient and cost-effective care that resulted in

ultimate patient satisfaction? ANALYTICS
 THE VALUE-ADD OF
ANALYTICS
Healthcare Organizations must find ways to converge different types of data to
Clean insight on critical aspects of running the enterprise:

Clinical Administrative Financial Operational

But we already create departmental reports, correct?

Analytics v. Reporting
Business Intelligence
Area Reporting Analytics
Analyst Primary
Function Building Questioning
Use of Visuals Configuring Examining
Data Relationships Consolidating Interpreting
Data Sourcing Collecting Connecting
Data End Game Summarizing Validating
Communication
Method Push Pull
ANALYTICS AND
HEALTH REFORM
Patient Protection and Affordability of Care Act
- Signed into law 2010

Focuses on Triple Aim of: Increased Access, Improved Quality, Cost

Reduction

OLD: NEW:
Fee for Service Access Quality Cost Value Based Care

Emphasizes Value-Driven Care and shift from fee-for-service

ANALYTICS AND
HEALTHCARE
Healthcare analytics is intended to improve decision making.
Healthcare Decisions can be broken into: Tactical,
Operational, Strategic

Purpose and Goal Types of Measures

Analytical Uses
Patient Satisfaction Disease Mgmt. Protocol Adherence
Order Set Compliance Episode Profiling
Tactical Patient Level Decisions Medication Errors Risk Scoring
Provider Performance Activity Based Costing
Care Process Variance Process Mapping
Care Process Supply Use Value-Add Analysis
Operational Stewardship & Cost
Process Based Costing Care Coordination
Management
Gap Identification
MD Network Analysis Staffing Predictions
Price Setting Pattern and Trend Recognition

Strategic Planning & Growth

Utilization Predictions Agile Marketing
Resource Channeling Community Needs Assessment
 DRIVING VALUE
As reimbursement models Process of Care
Measures related
change, focus will shift from to CHF,
volume to value and delivering on 20% Pneumonia,
outcomes. Surgical
Improvement

Value = Quality/Cost
Patient Experience
Communication,
30% responsiveness,
Value Based Pain mgmt,
cleanliness
2014 Reimbursement Model: Purchasing

Efficiency
20% Cost per
Healthcare providers must use beneficiary
data to measure, track and
improve performance in these
Outcomes:
areas.
HFAs,
30% Mortality,
Care process and improvement feedback loop
 CHALLENGES
Healthcare Organizations are Overwhelmed with IT priorities
EMR implementation, training and troubleshooting is a huge task

Data is aplenty and very much unalike

Structured and unstructured data will make integration difficult

Cultural Barriers will slow the buy-in and uptake process

Business units feel ownership of data, threatened by increased access

People are naturally resistance to change

Bringing science to decision making will take time for people to adopt

Reimbursement is not a certainty

Data may help with financial vitality but it is not the sole answer
WHERE HEALTHCARE BUSINESS
INTELLIGENCE AND ANALYTICS STAND TODAY

U.S. healthcare is shifting from fee-

for-service to fee-for-value, yet
without the historical investment in
analytics technology so common in
other industries and so essential to
success.
Addressing top hospital concerns with a comprehensive and
reliable healthcare EDW provides three key benefits.
BUSINESS INTELLIGENCE IN RETAIL
INDUSTRY
 WHAT BI HELPS YOU DO IN RETAIL

Align their corporate and store operations around

critical revenue and profitability targets
Identify report on, and analyze trends
Gain visibility into key metrics across the chain
Monitor turnover and employee productivity.
Increase cost savings by comparing and
benchmarking performance.
 WHAT BI HELPS YOU DO IN FMCG

Increase the value of customer relationships

Respond quickly to changing markets and
company sensitivities
Launch new products sooner
Reduce inventory investment
Improve planning, scheduling, and the
procurement schedule
Maintain high quality standards
CURRENT NEEDS OF RETAIL INDUSTRY

1. Organization alignment and strategy

management
2. Financial analytics for greater ROCE
3. Customer Analytics
4. Trade marketing analytics
5. Workforce Analytics
6. Supply chain Analytics
ADVANTAGES OF BI IN RETAIL INDUSTRY
1. Align business with client needs Help managers design
market campaign for specific products
2. Differentiate from competitors Collect data from financial,
sales, inventory, distributers, customer relationship
3. Optimize resource allocation Optimize business performance
with better profitability.
4. Input to Decision Support System- Reforming capabilities for
key performance metrics, performing complex analysis, Developing
statistical analysis.
EXAMPLE OF BI APPLICATION
There was retail chain store in Boston where they sold sports
materials
To avoid over inventory they established Business Intelligence in
their shops
It analyzed the external factors and market conditions so as to
predict the sales like winter in Boston, cold weather condition.
People of Boston tends to buy Boots and socks to be protected from
cold
With BI report generated, they passed the information to all other
stores
This has increased the sales to a great extend and avoided over
inventory
KEY PLAYERS IN RETAIL BI MARKET