the roi of rti€¦ · white paper | hp/central logic patient flow roi solution hospital size 200...
TRANSCRIPT
The ROI of RTIHospitals are using real-time intelligence (RTI) to improve patient flow—for a healthier bottom line.
Table of contents
3 Increasing capacity—without expansion
3 Payback potential
4 Building a business case•Addedeffectivecapacity•Increasedrevenue•Reductioninhospital-acquiredinfectionrate•Recoupingthelostopportunity:Under-billing
6 The costs of doing nothing•Operationalconsequences•Lackoftimelybusinessintelligence•Negativesideeffects
7 Putting patient flow into practice•KPIs:Metricsofsuccess•Mappingworkflows•Goingdigital,end-to-end
9 Reducing initial—and ongoing—investment
9 Getting started•Buildingthebusinesscase•Flexiblefinancing
10 Learn more•AboutHP•AboutCentralLogic•AboutIntel
Whitepaper|HP/CentralLogicPatientFlowROISolution
3|December,2012
Rx: Efficiency
Hospitalsareunderextraordinarypressuretoimproveefficiency.
Expandingpatientpopulations,staffshortages,andchanginghealthcareregulationsaredrivinghospitalsacrosstheUnitedStatestomakebetteruseoftheirexistingresources.
Inarecentstudy,31percentofhospitalssaidtheyplantoimplementorupgradeapatientflowsolutiontoimproveefficiency.1
Withreal-timeinsightandvisibilityintopatientandbedstatus,hospitalscansignificantlyimprovequalityofcare,resourceutilization,andcontributionmargins.
Increasing capacity—without expansion
AHASolutionsandHospitalsinPursuitofExcellence(HPOE)definepatientflowasanenterprise-wide,circularprocessextendingfrompre-admissiontopost-dischargecarethat“ensuresthatallinthemultidisciplinarypatientteam(nurses,physicians,therapists,etc.)havetoolstoassessreal-timestatusandhavetheabilitytomakereal-timeupdates.”2
Asphysicalexpansionbecomesalessfeasibleoptionformosthospitals,manyareinvestinginrealtimepatientflowsolutionssimplytomakebetteruseofthecapacitytheyalreadyhave.
“Efficiencyimprovementsarebyfarthemostsignificantdriverforproviderorganizationinvestmentsinpatientflowsolutions,”saysCapSiteResearchDirector,BrendanFitzGerald.“Morespecifically,healthcareprovidersarefocusedonimprovingbedturnaroundtimesandreducingpatientwaittimes.”3
Bymatchingpatientneedstoavailablephysicalresourcesinreal-time,hospitalscanimprovetheutilizationofinpatientbedsandlimitedresourcesinotherareas,suchastheemergencydepartment(ED).Nationally,theEDaccountsfornearly70%ofallhospitaladmissionsandEDvisitsaregrowingatarateof1.9%peryear—twicetherateofpopulationgrowth.4Today,nearlyhalfofEDsreportoperatingatorabovecapacity,and9outof10hospitalsreportholdingor“boarding”admittedpatientsintheEDwhiletheyawaitinpatientbeds.5
Payback potential
Evensmallimprovementsinbedturnovertimeincreaseeffectivebedcapacity,deliveringimmediatepayback.What’smore,mosthospitalscaneasilycalculatetheimpactoffasterturnoverandshorteraveragelength-of-stay(LOS)oneffectivecapacity—andassignadollarvalueforeachadditional“bed”gained,intermsofadditionalrevenueand/orcapitalexpensecost-avoidance.
Butthepotentialreturnoninvestmentintheabilitytocapture,access,andsharereal-timeinformationaboutpatientandbedstatusacrossmulti-disciplinaryteamscangofarbeyondaddingeffectivecapacity.
1 SourceCapSite2012U.S.PatientFlowStudy.2 SourceAHASolutionsandHospitalsinPursuitofExcellence(HPOE).“ResultsandReportofthe2012PatientFlowChallengesAssessment:HospitalsConsiderPatientFlowEssentialtoCareandCompetitiveness.”2012
3 SourceCapsitepressrelease:“31%ofU.S.HospitalsPlantoInvestinPatientFlowSolutions.”Nov2012:http://capsite.com/news/press-releases/31-of-u-s-hospitals-plan-to-invest-in-patient-flow-solutions/
4 SourceNationaltrendsinEmergencyDepartmentOccupancy,2001to2008:EffectofInpatientAdmissionsVersusEmergencyDepartmentPracticeIntensity.AnnalsofEmergencyMedicine.Volume60,No.6:Dec2012:http://www.ncbi.nlm.nih.gov/pubmed/22727201
5 SourceAgencyforHealthcareResearch&Quality(AHRQ):http://www.ahrq.gov/qual/ptflow/ptflow1.htm
Whitepaper|HP/CentralLogicPatientFlowROISolution
Simpler,moreaffordable,and“friendlier”digitalandmobiletechnologiesaremakingitpracticalforhospitalstoprovidestaffwithquickandeasyanytime-anywhereaccesstoreal-timeinformationthatenablesthemtodeliverbettercareandmakebetteruseofallhospitalresources,includingtheirowntime.
At the highest level, the return on real-time intelligence stimulates both:
•Lowercosts-throughbetterutilizationofallresources(transport,beds,equipment,facilities,professionalstaff,etc.)
•Increasedrevenueandreimbursement- byenablingmorecarewiththesameresources
A breakdown of potential “hard” and “soft” benefits includes:
•Addedcapacitywithoutcapitalexpense-throughshorteraverageLOS,fasterturnoverofexistingcapacity,andless“bedhiding”fromdelayedupdatingofavailability
•Betterclinicaloutcomes-byimprovingtimelinessofdefinitivecarethroughfaster,moreaccuratematchingofpatientswiththerightbed,intherightunit,withtherightlevelofnursingcare,diagnostics,specialists,andtreatments
•Betterpatientexperience/HCAHPSratings–byreducingwaittimesandcoordinatingservices,reflectedinHospitalConsumerAssessmentofHealthcareProvidersSystems(HCAHPS)surveys
•Improvedstaffproductivity-bycuttingthetimeteams(Admissions,Transport,Emergency,Transfer,Nursing,EnvironmentalServices(EVS))spendentering,lookingfor,andsharingdataandminimizing“workqueueing”
•ShorteraverageLOS-throughproactivelymanagedrightlevelofcareandfaster,morecoordinatedturnover(e.g.,transfer,discharge,EVS)processes
•Decreasedpatientleakage-tootherfacilitiesduetopoorvisibilityintoavailability
•Fewerreadmissions–throughbetterplannedandcoordinateddischargeprocesses
•Reducedorfewerpenalties-fewernon-reimburseddaysandpenaltiesfornegativeoutcomes,suchasMedicare/Medicaidreimbursementpenaltiesforexcessivereadmissionofpatientsinlessthan30days
•Reducedrisk/liability–throughbetterdefinition,coordinationandoversightofstandardsandprocedures,(e.g.,MRSAcontrol,negativeairflowforTB)
•Improvedproductivity–asskillednursingandotherprofessionalteamsspendlesstimesearchingfor,entering,updatingandcorrectinginformation.Also,real-timevisibilityintoavailableresourcesandworklistsenablealltypesofstafftoplananddotheirworkmoreefficiently.
Building a business case
Assumethatahospitalthatisablethroughproactivereal-timepatientflowintelligence(e.g.,faster,informeddecisionsaboutpatientplacementfromtransfer,admission,andinternaltransport,tobetterdischargeplanning)toreduceitsaverageLOS.AccordingtoastudyconductedbyTheHealthCareAdvisoryBoard,anaverage500-bedhospitalthatreducesLOSby0.25daysisequivalenttoadding20newbedstothefacility[Table1].6
Added effective capacity
BylookingatapossiblereductioninLOS,thehospitalcouldestimatethepotentialforadditionaleffectivebedsgainedpermonthwithoutanycapitalinvestmentinphysicalexpansion.
4|December,2012
6 Source MaximizingHospitalCapacity.Areport issuedbytheHealthCareBoardofTheAdvisory BoardCompany.2002.DataassumesinitialLOS
(LOSBefore)of5.2days,85percentoccupancy.
Whitepaper|HP/CentralLogicPatientFlowROISolution
Formula:
Hospital Size x Occupancy Rate = Y
LOSBefore – LOS reduction = LOSAfter
(LOSAfter x Y) ÷ LOSBefore = Z
Z – Y = Effective Beds Gained
Table 1. “Effective”bedsGainedperMonthfromLOSReduction6
Increased revenue
ThehospitalcouldalsouseitsLOSreductiontoestimatethenumberofadditionalpatientseachbedcouldaccommodatepermonth—andfromthat,thenumberofadditionaladmissionspermonth.Multiplyingbythehospital’saveragenetprofitperpatient,thehospitalthencouldestimatetheROIpermonththroughreducedLOS.
Reduction in hospital-acquired infection rate
Thebusinesscasecouldalsotakeintoconsiderationthepotentialreductionincomplicationsthroughbetterpatientflowmanagement(e.g.,improvedcommunication,coordination,andoversightofstandardsandproceduresforpatientplacementandtransfers).Theabilitytoreducehospital-acquiredinfection(HAI)ratesbysomepercent,forexample,canbemultipliedbythenumberofpatientsandnetprofitperpatienttocomeupwithapotentialsavingsinmonthlyrevenues.
5|December,2012
6 Source MaximizingHospitalCapacity.Areport issuedbytheHealthCareBoardofTheAdvisory BoardCompany.2002.DataassumesinitialLOS
(LOSBefore)of5.2days,85percentoccupancy.
Whitepaper|HP/CentralLogicPatientFlowROISolution
Hospital Size 200 Beds
300 Beds
400 Beds
500 Beds
600 Beds
LOS Reduction ---------- Effective Beds Gained Per Month -------------
0.25 day 8 12 16 20 25
0.50 day 16 25 33 41 49
0.75 day 25 37 49 61 74
1.00 day 33 49 65 82 98
1.25 day 41 61 82 102 123
1.50 day 49 74 98 123 147
Formula A:
30 Days/Month ÷ LOSAfter = # Patients/Month per available Bed
# Patients/Month per Available Bed x # Effective Beds Gained = # Additional Admits/Month
# Additional Admits/Month x $ Avg. Net Profit/Patient = $ Additional Profit/Month
$ Additional Profit/Month = A
Formula B:
Hospital Size x # Patients/Month per Bed x Hospital’s Rate of HAI = # HAI cases/month
# HAI Cases/Month x % HAI Reduction = # Fewer HAI Cases/Month
# Fewer HAI Cases/Month x $Avg. Net Profit/Patient = $ Additional Profit/Month
$ Additional Profit/Month = B
Recouping the lost opportunity: Under-billing
Abusinesscasecanalsobebuiltestimatingtheimpactofimprovedpatientflowmanagementonpatientflowerrors,suchasamiscategorizationofinpatientsas“observationstatus,”resultinginunder-billing.Tofactoronamonthlybasis,ahospitalcouldmultiplytheaveragenumberofmiscategorizationspermonthmultipliedbytheaveragelossofrevenueduetounder-billing.
CategoriesofpotentialsavingsfromeffectivepatientflowmanagementcanquicklyaddupasdepictedinTable2.
Table 2.TotalRevenuePotential
Note: Use values calculated from Formulas A, B, and C, respectively.
The costs of doing nothing
Investmentinnewreal-timepatientplacementsystemsneedtobeweighedagainstthecostsofcontinuingwiththestatusquo.Inarecentnationalsurveyofhospitalprofessionals,60.9percentcitedbadcommunicationasthenumberonereasonforpoorpatientflow,29percentlackofdatavisibility,andtheremaining10percent,poorpatientengagement.7
Operational consequences
Manyhospitalscontinuetorelyonmostlymanualpatientflowprocesses,includinghand-writtenupdatesonwhiteboards,hand-carriedpapernotes,andphonecallsand/orphysicalmeetings,severaltimesaday,inwhichflowcoordinatorsandnursesfromeachfloorshareinformationandupdatesonpatients,resourceavailability,andexpectedevents.
Despitetheseconsiderableefforts,informationissimplyneverup-to-date.What’smore,likearunnerwhomissesthebatonhandoffinarelay,anyunexpectedchangeintheflowsequence—apostponedpatientdischarge,asurgeinemergencyadmissions,abackupintelemetry,radiologyorsurgery—setsoffachainreactionofinterdependentconsequences,asstaffstruggletocorrectandcommunicateinformationandre-aligntasksandplans.
Somehospitalshaveattemptedtoaugmentmanualpatientflowprocesseswithinformationfromotherapplications.Acommonpracticeistotryto“piggyback”patientflowonthe“Admission/Discharge/Transfer”(ADT)system.AlthoughADTcanprovidenearreal-timeinformationregardingpatientlocation,itdoeslittletoidentifywherevacanciesorbacklogsexist,andtheinterfaceisnotuser-friendly.
6|December,2012
Whitepaper|HP/CentralLogicPatientFlowROISolution
Monthly Annual
Increased bed capacity $A $Ax12
Improved clinical outcomes $B $Bx12
Decreased non-reimbursable days $C $Cx12
Total $SUMA:C $(SUMA:C)x12
7 Source2012PatientFlowChallengesAssessment,aspresentedbyAHAonJanuary12,2012http://wm.yourcall.com/AHA/AHA_Longe_011211.wmv
Formula C:
# Recaptured Inpatients x $Delta between Inpatient and Observation Patient Net Revenue = $/Day
$/Day x 30 Days/Month = $ROI /Month
$ROI/Month = C
Lack of timely business intelligence
Suchsystemslackanypredictivecapabilitytohelpprofessionalstaffanticipateeventsoridentifytrends.Similarly,forhospitalexecutivesseekingtoimprovecapacitymanagementorpatientflow,gainingaccesstorelevantinformationhastypicallymeanthiringanoutsideconsultantoraddingtotheburdenofalready-busyprofessionalstocollectandenterinformationintospreadsheets.Again,despiteconsiderableeffort,informationremainedfragmentedandnottimelyenoughtoaffectmeaningfulchangeinanykindofproactivemanner.Instead,problemsoftenonlybecomevisibleduringacrisis,suchasabedshortageorERboarding.
Negative side effects
A340-bedhospitalthathasthreemedical-surgicalunits,andtreatsnearly16,000inpatientsperyearestimatedthelostrevenueconsequencesofpoorpatientflowtobe$3.1millionayear,dueprimarilyto:8
•Heightenedoccurrenceofredhours•Delayedadmission•Divertedpatients•Unsatisfiedpatients
Putting patient flow into practice
Forallitsbenefits,successfulimplementationofenterprise-widepatientflowmanagementrequirescarefulanalysisandplanning.
Somehealthsystemschoosetostartsmallandgrowsolutionsovertime.ICUs,surgery,andemergencydepartmentsarefrequentlyselectedtopilotpatientflowsystemstohelpmanagetheirunpredictable,fluctuatingdemandovertime.Limitingflowmanagementtoonedepartmentinitiallycanhelpeasetheimplementationbyallowingteamstofocus,gainhands-onexperience,andmeasureincrementalresults.
Before embarking on any patient flow management project, organizations should:
•Buildthebusinesscase.Whatmetricswillbetrackedtogaugesuccess?Howdotheytranslatetoreturnoninvestment?
•Gainexecutivesponsorship.Whohastheauthoritytoreview,approve,anddriveprogressacrossorganizations?
•Involvekeystakeholders.Getinputfromalluserstodefinerequiredfeaturesandcapabilitiesandreviewandrationalizeworkflow.
•EngageITtodefineinfrastructure,integration,operationalandsupportrequirements.HowwillthepatientflowsysteminteractwithADT,electronichealthcarerecords(EHR)andotherapplications?
•Revieworganizationalandskillrequirements.Doreportingstructuresstandinthewayofeffectiveworkflow?Whichuserswillrequirewhattraining?
•Developandgetsign-offonadetailedprojectimplementationplan.Whatarethekeytasksandmilestones?Whowillmanagewhataspectsoftheproject?Howwillrolloutbemanaged?
7|December,2012
8 SourcePatientFlowImprovementsEliminateAmbulanceDiversionsandReduceWaitingTimesforInpatientBeds.AgencyforHealthcareResearchandQuality.US.DepartmentofHealth&HumanServices.http://www.innovations.ahrq.gov/content.aspx?id=2491
Whitepaper|HP/CentralLogicPatientFlowROISolution
KPIs: Metrics of success
Akeyfactorinbuildingabusinesscaseandprojectdefinitionisdetermininghowtomeasuresuccess.Hospitalsshouldidentifyandmeasurekeyperformanceindicators(KPIs)thatcontributetomeetingtheirkeyobjectives.Assuch,eachhospitalneedstodetermineitsownKPIs,howtheywillbeweighted,andwhatperformanceimprovementsarerealistic.Thequarterlybenchmarksofcarereport,providedbyTheCentersforMedicare&MedicateServices(CMS)showshowsimilar-sizedhospitalsperforminareassuchasLOSandEDmetricsforspecificclinicalconditions,suchasacutemyocardialinfarction,coronaryarterydisease,andstroke.9ArecentstudybyalargeacademiccenteroffersanexampleofhowKPIstranslateintodollars.Forexample,theydemonstratedhowa1-hourreductioninEDboardingtimewouldcontributemorethan$9,000ofadditionalrevenuebyreducingambulancediversionandthenumberofpatientswholeftwithoutbeingseen.10
Mapping workflows
Visio-basedworkflowsareaneffectivewaytodocument,review,andrationalizecomplex,interdependentprocesses.Theycanbeusedtomapoutahospital’scurrentsystem,identifyportsofentrysuchastheED,catheterlab,orsomeotherportal,andconnectallstopsandstepsinthecareflow—includingbedswithdifferentlevelsofcareandtransportationfrompoint-to-point.Theyalsoallowuserstoaddormodifyelementseasily,asneedschange.
Somepatientflowsolutionsprovidecustomizablepredefinedworkflowtemplatesasastartingpoint,alongwiththeflexibilitytoadapteasilytoteamorhospital-definedrequirements.Rules-basedenginescanalsohelpguidestaffthroughthedevelopmentofworkflowsthatmatchspecificoperations.
Going digital, end-to-end
Visio-basedworkflowsareaneffectivewaytodocument,review,andrationalizecomplex,interdependentprocesses.
Themostcriticalaspectofpatientflowtransformationistheabilitytoprovideeveryoneonthepatientcareteamwithreal-time,“at-their-fingertips”informationtheyneedtomakepatientplacementdecisions.
Newdigital,touch-enabled,Web-enabled,andmobiletechnologiesmakeanend-to-enddigitalsystemnotonlypossible,butaffordableandeasy-to-use.Nursesstationsthatpreviouslyreliedonmanualentriesonwhiteboardscannowbeequippedwithinteractivedigitalwallboardsthatdisplaypatientinformationderivedfromthepatientflowsystem.Bedandpatientstatuscanbesecurelyupdatedbyauthorizedmembersofthemulti-disciplinarycareteam,usingsecuremobiledevicesanywhereinthehospital.
Theresultisbetterinformationaboutupstreamdemandwithreal-timeinformationfromadmissions,ED,telemetrybeds,surgeryandICU;betterinformationatthepointofpatientcare;andbetterinformationdownstreamforphysicaloroccupationaltherapy,transport,anddischarge.
Anall-digitalcapacitymanagementsystemwithreal-timevisibility,automaticcaptureandanalysisofdata,andeasyinformationaccessandsharingacrossthemulti-disciplinaryteamfromanywhereinthenetworkisthefoundationforcriticalfunctionality,including:
Real-time tracking of patients:
•Atadmission•Throughinternaltransfers•Atdischarges
Real-time visibility into resource availability:
•Beds•Diagnosticequipment•Treatmentfacilities•Snapshotviewsbymulti-disciplinaryteamacrossunits,floors,andtheentirehospitalsystem
8|December,2012
9 SourceQualityNetBenchmarksofCare:https://www.qualitynet.org/dcs/ContentServer?c=Page&pagename=QnetPublic%2FPage%2FQnetTier2&cid=1228768205297
10 SourcePinesJM,BattRJ,HiltonJA,TerwieschC.Thefinancialconsequencesoflostdemandandreducingboardinginhospitalemergencydepartments.AnnEmergMed;2011Oct;58(4):331-40.
Whitepaper|HP/CentralLogicPatientFlowROISolution
Ease-of-Use:
•Automatedworkflows•Automaticallygeneratedworklists•Automaticallygeneratedreports•At-a-glancedashboardviewsofperformancemetrics,withdrill-downtodetails•Real-timeemailalertswhenhospital-definedparametersareexceeded•Predictiveintelligencetools•EasyintegrationwithADT/EMRsystems
Reducing initial—and ongoing—investment
Together,Intel,HP,andCentralLogichelphospitalstakeadvantageofthelatestWebandtouch-enabledtechnologieswithcustomizableturnkeysolutionsandconsulting,installation,configuration,training,andsupportservicesthatreducethetime,cost,andcomplexityofimplementingreal-timepatientflowmanagement.
These solutions integrate:
•CentralLogicsuiteofpatientflowmanagementsoftwareIntuitive,Web-enabled,softwaresuiteprovidessecure,real-timedatavisibility,communication,tracking,andupdatingofpatientandbedstatus,predictiveavailabilitytools,andcustomizabletemplatesandrules-basedtoolsthatmakeiteasytoautomateanyworkflow.Theproductportfolioextendsfromtransport,admittingandtransfer,bedandcapacitymanagementtopatientplacementdischarge,andreadmissionavoidance.
•HPDigitalSignageDisplays,HPTouchSmart™PCs,andHPElitePad™mobiledevicesCentralLogicsoftwareonHPsystemsmakesiteasyforauthorizedpersonneltoquicklyandsecurelyaccessandupdatepatientandbedinformationusinginteractivedigitaldisplaysandawiderangeoftouch-enabledsystemsandmobiledevicesateverypointofpatientcare.
•3rd-generationIntel®Core™vPro™processortechnologyHPhealthcaresystemstakeadvantageofadvancedIntelprocessortechnologyinnovations,whichbuildsecurity,self-maintenance,dataencryption,andotherfunctionalityintothechipsetandothersystemhardware,wheretheyarelessvulnerabletohackers,computerviruses,computerworms,andotherthreats.
Getting started
Building the business case
CentralLogicconsultantsandauthorizedHPHealthcareSpecialistpartnersbringextensiveexpertiseandexperienceindigitalpatientflowsolutions.Weworkwithyouandyourstafftohelpassesscurrentcapacity,staffing,processesandworkflows;identifyopportunities;andbuildthebusinesscaseforinvestinginreal-timeintelligenceforbettercapacitymanagementandpatientflow.
Flexible financing
HPFinancialServicescanhelpyoutobegintotakeadvantageofend-to-enddigitalbedmanagementinyourhospitaltoday—withminimalimpacttocashflow.HPfinancingspecialiststakealifecycleapproachthathelpsyoutoconsidernotjustinitialpurchase,buttotalcost-of-ownershiptodevelopfinancingthatmakessenseforyourorganization.
9|December,2012
Whitepaper|HP/CentralLogicPatientFlowROISolution
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About HP
Asatrustedsupplierofinformationtechnologysolutionstohospitals,clinics,andmedicalpracticesaroundtheworld,HPisuniquelyequippedtosupportend-to-endpatientflowsolutionsinmajormedicalcenters,communityhospitals,andsmallcarecenters.TheHPHealthcareAllianceprogramcombinesofferingsfromindependentsoftwarevendorswithhardwarefromHPtodeliverintegrated,tailored,andtestedsolutionsthatwork.
Learn more about HP Healthcare solutions at: hp.com/go/healthcare
About Central LogicCentralLogicisthehealthcareindustry’sleadingproviderofinnovativepatientflowsoftwareandconsultativeexpertise.Thecompany’ssolutionshavetransformedpatienttransferprocessesforsomeoftheUnitedStates’mostrespectedmedicalsystemsandhospitals.CentralLogicworkscollaborativelywithphysicians,administrators,andstafftodesignanddeliverpatientflowsolutionsthatincreasepatientthroughput,whileconservinginternalresources.
Learn about Central Logic patient flow solutions at: centrallogic.com/solutions
About IntelWhereinformationandcaremeet:HPsolutionspoweredbytheIntel®vProprocessorfamilydeliversmart,long-lastingperformance.AdvancedandindustrystandardtechnologiesfromIntelhelpenablecoordinated,customizedcarebycontributingtothecreationofaninteroperablehealthITinfrastructure.
Learn about Intel and healthcare at: intel.com/about/companyinfo/healthcare/index.htm
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©2012Hewlett-PackardDevelopmentCompany,L.P.Theinformationcontainedhereinissubjecttochangewithoutnotice.TheonlywarrantiesforHPproductsand
servicesaresetforthintheexpresswarrantystatementsaccompanyingsuchproductsandservices.Nothinghereinshouldbeconstruedasconstitutinganadditional
warranty.HPshallnotbeliablefortechnicaloreditorialerrorsoromissionscontainedherein.Intel,theIntellogo,IntelCore,CoreInside,IntelvPro,vProInside,and
XeonaretrademarksofIntelCorporationintheU.S.and/orothercountries.
CentralLogicisaregisteredtrademarkandCoreisatrademarkofCentralLogic,Inc.
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Whitepaper|HP/CentralLogicPatientFlowROISolution