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OMG-OCRES-A300 - OMG-Certified Real-time and Embedded Systems Specialist Advanced Exam - Dump Information

Vendor : OMG
Exam Code : OMG-OCRES-A300
Exam Name : OMG-Certified Real-time and Embedded Systems Specialist Advanced Exam
Questions and Answers : 180 Q & A
Updated On : December 14, 2018
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OMG-OCRES-A300 Questions and Answers

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OMG-OCRES-A300 OMG-Certified Real-time and Embedded Systems Specialist Advanced Exam

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OMG-OCRES-A300 exam Dumps Source : OMG-Certified Real-time and Embedded Systems Specialist Advanced Exam

Test Code : OMG-OCRES-A300
Test Name : OMG-Certified Real-time and Embedded Systems Specialist Advanced Exam
Vendor Name : OMG
Q&A : 180 Real Questions

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OMG OMG-Certified Real-time and Embedded

OMG licensed precise-time and Embedded expert (OCRES) | killexams.com Real Questions and Pass4sure dumps

This dealer-impartial Certification is obtainable by way of:Object management group (OMG)Needham, MA USAPhone: 781-444-0404Email: This e mail handle is being included from spambots. You need JavaScript enabled to view it.

ability stage: Intermediate                          status: lively

in your price range: $200 (shortest tune)               

abstract:for people who create true-time and Embedded programming requirements.

initial necessities:There are 2 stages of OCRES certification: Intermediate and advanced.You must first move the OCUP Fundamentals exam ($200). Then, you should move the intermediate OMG OCRES examination ($200). eventually, if you want to earn the OCRES superior certification, you should flow the advanced OMG OCRES exam ($200).

each exam has a ninety minute time limit and incorporates between eighty - ninety questions.

carrying on with necessities:None detailed

See all Omg Certifications

supplier's page for this certification


OMG Enters India in Partnership with QAI | killexams.com Real Questions and Pass4sure dumps

the thing administration group(OMG) announced it’s entry into the Indian market today in partnership with QAI. QAI will supply OMG s three certification classes — OMG-licensed UML knowledgeable, OMG-real-time and Embedded specialist, and OMG-licensed skilled in BPM.

QAI a global consulting company deploy in Orlando, usa has already licensed over 28,000 IT professionals in India via its application certification division. This comprises over 2000 for Accenture and over 4400 licensed professionals for Infosys.

“India has one of the quickest becoming know-how economies on the earth and we expect that there can be remarkable demand for certification in UML modeling, real-time and embedded techniques and business system management,” stated William Hoffman, president of Object management group.

In response, Navyug Mohnot, CEO, QAI India said, “India being a favored IT outsourcing destination, it has a big market for certifications in applied sciences like UML and embedded techniques and observed QAI is joyful to associate with OMG and look forward to a long time period relationship.”

connected hyperlinks:CGEIT Certification program for IT experts


OMG DDS makes SOA method obtainable for actual-time embedded techniques | killexams.com Real Questions and Pass4sure dumps

Integrating disparate computing methods is via no means a straightforward assignment. Integration is among the most important reasons to focus on internet features in business structure. requirements like soap and rest make it less difficult to get quite a lot of functions and accessories talking to each other. besides the fact that children, these protocols don't seem to be devoid of latency charges.

sometimes, the latency times worried even with RESTful internet services are with ease now not acceptable. true-Time improvements (RTI), primarily based in Sunnyvale California, is one company focused on offering messaging and integration for disturbing true-time systems.

David Barnett, VP of items and Markets at RTI, stated the classification of actual-time programs the business works with encompass transportation techniques (plains, trains and cars), manufacturing equipment, clinical gadget and greater. Most of them are systems the place inaccuracy as a result of latency delays can be downright dangerous. although they don’t work completely with embedded methods, RTI commonly works with actual-time embedded methods that have further requirements on desirable of what usual IT techniques have.

Many real-time embedded systems are, as Barnett put it, “internally very totally allotted.” RTI focuses on methods of systems, the place a excessive-end luxury motor vehicle might possibly be considered a small example with simplest one hundred fifty or so separate embedded systems joined together to form one unified equipment. a larger example would be a Navy cruiser, that may have over 1,000 subsystems. near the proper are industrial vigor era systems, like wind farms, that may have over 100,000 embedded programs that need to be orchestrated to work together.

In an enterprise IT surroundings, most architects would integrate functions, systems and applications with general carrier-oriented structure specifications like soap and relaxation. RTI has found that the facts dispensed service (DDS), is a more acceptable common for actual-time systems.

DDS become co-created by way of RTI and Thales group in the early 2000s and has been permitted by the item management neighborhood (OMG). Barnett says, “lots of our valued clientele refer to it as a real-time implementation of carrier-oriented structure. OMG calls DDS “the first open overseas middleware commonplace at once addressing submit-subscribe communications for precise-time and embedded programs.”

RTI lately announced a brand new open source licensing mannequin designed to raise participation amongst producers of particular person embedded subsystems. The Infrastructure group licensing model gives two options. One is a free-of-can charge foundational providing with non-compulsory aid in addition to library supply code and prebuilt binaries. The different alternative is a full industrial license that includes a full guarantee and royalty-free deployment for a per-developer license fee.

With an information typical in area for embedded methods producers, the mixing of embedded techniques to work collectively in actual time should be vastly less difficult as the availability of interoperable add-ons may still enhance.

The announcement of RTI’s new open supply licensing model coincided with the announcement of the latest unencumber of the RTI Connext product household, which is built across the company’s implementation of the DDS ordinary. RTI Connext also includes equipment for integration, messaging, decreased aid footprint alternate options and tools for testing and debugging. – James Denman


OMG-OCRES-A300 OMG-Certified Real-time and Embedded Systems Specialist Advanced Exam

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OMG-OCRES-A300 exam Dumps Source : OMG-Certified Real-time and Embedded Systems Specialist Advanced Exam

Test Code : OMG-OCRES-A300
Test Name : OMG-Certified Real-time and Embedded Systems Specialist Advanced Exam
Vendor Name : OMG
Q&A : 180 Real Questions

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OMG-Certified Real-time and Embedded Systems Specialist Advanced Exam

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OMG Certified Real-time and Embedded Specialist (OCRES) | killexams.com real questions and Pass4sure dumps

This vendor-neutral Certification is Offered By:Object Management Group (OMG)Needham, MA USAPhone: 781-444-0404Email: This email address is being protected from spambots. You need JavaScript enabled to view it.

Skill Level: Intermediate                          Status: Active

Low Cost: $200 (shortest track)               

Summary:For individuals who create Real-time and Embedded programming specifications.

Initial Requirements:There are 2 levels of OCRES certification: Intermediate and Advanced.You must first pass the OCUP Fundamentals exam ($200). Then, you must pass the intermediate OMG OCRES exam ($200). Finally, if you wish to earn the OCRES Advanced certification, you must pass the Advanced OMG OCRES exam ($200).

Each exam has a 90 minute time limit and consists of between 80 - 90 questions.

Continuing Requirements:None specified

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Nuance Introduces Diagnostic Imaging IT Innovations at RSNA 2015 Aimed at Driving Higher Quality Radiology Reports | killexams.com real questions and Pass4sure dumps

BURLINGTON, Mass.--(BUSINESS WIRE)--Nuance Communications, Inc. (NASDAQ: NUAN) today announced several new innovations for its diagnostic imaging solutions designed to help radiologists enhance patient care. These include multimedia reports, advanced lung cancer screening registry reporting and enhanced quality guidance content for radiologists at the point of interpretation. Nuance will demonstrate PowerScribe 360 version 3.5 along with these new quality based innovations in booth #4729 at RSNA 2015 November 29 – December 4 in Chicago.

Multimedia ReportingNuance PowerScribe 360 version 3.5 enables relevant PACS images to be embedded into reports for sharing of multimedia reports between physicians, which provide a more comprehensive picture of a patient’s condition, helping referring physicians better understand findings and discuss treatment options with specialists and patients. This rich information at a glance goes beyond traditional text-based radiology reports, helping ordering physicians and radiologists see prior images, notations, captions as well as specific areas of focus and comparison in patient cases. Multimedia reports are particularly important in complex cases and specialty areas, such as oncology where specialists are looking for growth of tumors and need that information quickly.

“In radiology, a picture really is worth a thousand words,” says Dr. Christopher J. Roth, assistant professor of radiology, vice chair of information technology and clinical informatics, and director of imaging informatics strategy at Duke University Hospital. “Being able to show an actual image to referring physicians and their patients, and walk through what that study is telling us is a huge win for patient care. Having the right information is critical to making the most informed decisions.”

Automated Lung Cancer Screening (LCS) Reporting & Registry SubmissionIn 2015, the Centers for Medicaid and Medicare Services (CMS) agreed to support Medicare coverage and reimbursement for CT lung screening programs to slow deaths from lung cancer; however, this ruling included strict criteria for tracking and reporting, which have placed a steep burden on hospitals and imaging centers trying to run these programs. Nuance now offers a solution to bypass manual data extraction, and pull data on LCS patients directly from PowerScribe 360 reports and automatically transfer relevant data to the American College of Radiology (ACR) National Radiology Data Registry through a new PowerShare Registry Reporting Service.

This one-of-a-kind lung cancer screening reporting tool uses the combined power of the PowerScribe 360 reporting platform with Nuance’s PowerShare™ Network to ease the creation and ongoing management of lung cancer screening programs. This will make it easier for physicians and hospitals to screen and follow high risk patients and gain reimbursement for these services.

“This lung cancer screening registry reporting is a revolutionary capability that will facilitate sites taking part in this program because much of the information from the initial order to data integration can be pulled out of PowerScribe 360 and shared through the ACR portal. It would be extraordinarily difficult for personnel to manually enter all the information required for 300,000 to 1 million exams a year without this technology,” said Dr. Lincoln Berland, chair of the Body Imaging Commission for the ACR. “Now, institutions can enter the CMS program without having to hire an unknown number of people to achieve the reporting requirements, ultimately saving lives.”

Enhanced Quality GuidancePowerScribe 360 version 3.5 also includes updates to Quality Guidance providing evidence-based clinical guidance to radiologists at their workstations using recommendations from The American Joint Committee on Cancer (AJCC), Society of Radiologists in Ultrasound (SRU), and American Association for the Surgery of Trauma (AAST). Coupled with existing content developed by the ACR on incidental findings (ACR Assist), Nuance quality assurance tools deliver real-time clinical insights to radiologists at the point of interpretation to save time, while providing more consistent and clinically effective guidance following an exam.

To request a demo of PowerScribe or learn more about the PowerShare Network and Nuance’s leading Image Sharing Solutions, read the peer 60 report or visit booth #4729 at the RSNA Annual Meeting 11/29 – 12/4 in Chicago or visit http://www.nuance.com/for-healthcare/capture-anywhere/radiology-solutions.

About Nuance Communications, Inc.Nuance Communications, Inc. (NASDAQ: NUAN) is a leading provider of voice and language solutions for businesses and consumers around the world. Its technologies, applications and services make the user experience more compelling by transforming the way people interact with devices and systems. Every day, millions of users and thousands of businesses experience Nuance’s proven applications. For more information, please visit: www.nuance.com/for-healthcare. Connect with Nuance on social media through the healthcare blog, What’s next, as well as Twitter and LinkedIn.

Nuance and the Nuance logo are trademarks or registered trademarks of Nuance Communications, Inc. or its affiliates in the United States and/or other countries. All other company names or product names may be the trademarks of their respective owners.

The statements in this press release relating to future plans, events or services, are forward-looking statements which are subject to specific risks and uncertainties. There are a number of factors which could cause actual events or results to differ materially from those indicated in such forward looking statements, including fluctuations in demand for the Nuance products, and the continued development of Nuance products. The reader is warned not to rely on these forward-looking statements without reservation, since these are simply reflections of the current situation. Nuance disclaims any obligation to update any forward-looking statements as a result of developments occurring after the date of this document.


The Innovators Have Spoken: Here are the Winning Entries in the 2018 Imaging Innovation Awards | killexams.com real questions and Pass4sure dumps

The Innovators Have Spoken: Here are the Winning Entries in the 2018 Imaging Innovation Awards

Last spring RBJ put out a call for entrants to compete in its inaugural Imaging Innovation Awards. We opened the contest to all private radiology practices and hospital radiology departments that had recently completed a project combining creative thinking with coordinated teamwork to develop a notably original breakthrough in some particular aspect of medical imaging.

By the end of the entry period in the summer, we had received some 17 completed submissions. From these, our five judges—all daily radiology observers with zero vested interest in “IIA” outcomes—narrowed the field to nine finalists. 

Next the panel weighted these worthy entries for footprint of entrant and degree of difficulty. This was only fair, as some smaller players with limited resources went up against some of the biggest and best-heeled kids on the block. 

Finally, the judges voted, unaware of one another’s choices. Here are the winning entries, presented in alphabetical order.

KICKING QUALITY & SAFETY REPORTING UP A NOTCH

By Advanced Radiology

One of the most critical components of high-quality care is safety. Open and candid communication among our team is the key to continuously improving the safety of the care we provide and the environment in which we work. As part of a company-wide initiative to ensure patient safety, quality of care and regulatory compliance, Advanced Radiology wanted to create an easy-to-use but robust reporting program. The program would need to a.) allow event reporting through the most popular channels, b.) be thoroughly intuitive so as to require little or no user training, and c.) allow for reporting of all necessary information for documentation and analysis of quality and safety events. Most important, it was essential that all staff saw this project as an effort to further increase patient safety and overall quality—not as a policing and punishment initiative. 

Aims and objectives: Our primary goal was to improve communication of quality issues through an easy and simple process, allowing our radiologists to provide feedback to management that would help improve clinical performance and quality. We felt strongly that this would be the first step in creating a just culture in which fear of retribution or punishment did not diminish our ability to continually improve.

Leadership and project management: Our CMIO, Gerard Muro, MD, built the initial online platform and championed its further development. The project was then handed off to our director of quality, safety and compliance to enhance and grow. In collaboration with our internal IT team and an external developer, the team created a suite of reporting channels over the course of two months. The suite included a dedicated email address, phone hotline, paper form and iCare, our online safety event reporting application. Development involved creating a compendium of quality and safety concerns, establishing impact levels, and establishing a set of event identifiers such as date, time, attending radiologist and patient ID where necessary. After thorough testing, a program introduction was made and usage instructions were distributed throughout the company.

Key steps: Estimated ideal reporting levels were calculated as a percentage of annual exam totals. An initial adoption period was estimated in which the company would reach those expected reporting levels. It was projected that the number of events reported through the program would rise until reaching the expected level, then slowly decrease as safety and quality measures became embedded in the company culture. 

Positive outcomes: The number of reports increased as projected over the initial five months and continues to rise as it approaches projected percentages of total exams. The online application also allows for export of data for reporting, tracking and analysis, which helps us identify and implement procedural improvements.

Innovative elements: From ideation to construction to adoption, this project leveraged the talents of our compliance, IT and marketing teams to define the challenge, develop a comprehensive solution and successfully promote its use. Central to the success of our project was a focus on two principles: 1. Though our primary goal was to improve communication around quality issues, we knew this effort could be leveraged to realize the larger goal of creating a just culture in which each individual shared responsibility for the overall quality, safety and compliance of the practice’s operations. Recognizing the inherent fear of self-reporting and creating a system in which there was no punishment mechanism allowed us to build and grow our user base. 2. By understanding that different people prefer different methods of communication and incorporating those methods into our system, we maximized the ease of use for each individual. This accommodated staff member of all age groups and technical abilities.

Submitted by Bob Evangelista, marketing manager. Advanced Radiology is based in Shelton, Conn. 

INFORMING PATIENTS ON BREAST DENSITY AND WHY IT MATTERS 

By Lake Medical Imaging 

With multiple breast imaging modalities for 2D and 3D mammography, breast MRI, automated breast ultrasound (ABUS) and contrast-enhanced spectral mammography (CESM), we recognized a need to make recommendations for additional imaging that would be evidence-based, consistent and streamlined for both women and their referring doctors.

Aims and objectives: Increase the breast cancer detection rate for women with dense breasts, educate women and the referring physician community about the implications of dense breast tissue and what to do about it.

Leadership and project management: Guiding vision consisted of five components: 1. Algorithm of imaging based on density and published data created for the breast imagers. 2. Breast density info sheet for patients, techs and referring docs. 3. Process for informing and educating patients of their breast density, implemented with same-day notification at time of screening mammography. 4. Consistent means of notification for referring docs of what added imaging might be needed and how to schedule it. 5. Outreach lectures to women’s groups and referring doc groups.

Key steps: 1. Review literature and discuss resources with managers. 2. Create and review drafts of info sheet; design with graphic artist and send for printing. 3. Train mammo and ultrasound techs, aides and schedulers in new process. 4. Create a calm, patient-friendly environment in breast imaging waiting area. 5. Procure, install, train and implement digital breast tomosynthesis (DBT), ABUS, CESM. 6. Create lectures and present to women’s groups and referring doc groups.

Positive outcomes: Increased patient satisfaction with the entire breast cancer screening experience. Increased referring doc satisfaction. Increased patient and referring doc loyalty. Improved collaboration with national organizations. Improved breast cancer detection rate.

Innovative elements: Revised the manner of communicating results of mammo to include breast density in the lay letter and changed how information was presented to the referring docs. Revised the mammo reports. Marketed availability to meet with referring docs and teach about breast density and the newer imaging modalities. 

Submitted by Cathrine Keller, MD, president and managing physician. Lake Medical Imaging is based in Leesburg, Fla. 

GETTING AN EHR TO ‘TALK BACK TO’ DOCTORS— LITERALLY  

By the Division of Interventional Radiology at Massachusetts General Hospital 

In October 2014 we participated in a hackathon, the challenge of which was to develop an application for a mobile/wearable device that would be useful in healthcare. During brainstorming, we came up with the idea to create an application that could verbalize the electronic health record (EHR). Over the course of two days we developed a prototype we named CADI, for Clinical Assist Decision Interface. The prototype allowed clinicians to verbally ask questions of the EHR and receive verbal responses. (Think Alexa in the hospital.) It would be the first time in the 200-plus year history of MGH that the hospital talked back to its doctors. 

We subsequently focused and further developed the application and concentrated on using it to verbalize the universal protocol for a hard-stop timeout prior to all medical procedures. We then fine-tuned CADI for interventional radiology timeouts. CADI automatically retrieves patient procedure, site, side, patient demographics, relevant up-to-date lab values, allergies, medications and specimen orders for a specific patient from the EHR and verbalizes the information during a hard-stop timeout. After developing the software, we conducted a study of its performance and user acceptance compared to standard timeout processes. 

Aims and objectives: The main aim of our project was to see whether a software application that can verbalize the EHR was more accurate and increased compliance for timeout compared to standard paper-based timeout process. At the time, standard timeout processes in interventional radiology (IR) involved a trainee or staff member looking up information and verbalizing it from memory at the point of care. We also hoped to achieve improved acceptance and use of the EHR. 

Leadership and project management: CADI was the first project of out MGH’s ITQS lab (Informatics & Technology for Quality & Safety) and supported by the department of radiology. After CADI was developed for use in IR, we proceeded with a study that collected observational and user survey data. 

Key steps: 1. Software design and development to improve timeout workflow. 2. Obtaining approval by hospital IT and QA departments, and hospital leadership. 3. Needs assessment by conducting a preliminary user surveys of all staff in interventional radiology. 4. Preliminary observation of current standard paper-based timeout processes. 5. Beta deployment of CADI software to a small group of individuals to receive feedback about functionality and user interface. 6. Widespread deployment to all of IR. 7. Collection of real-time observations in the use of CADI during timeouts. 8. Post-deployment user survey assessing user acceptability. 

Positive outcomes: Compared with paper-based timeout, CADI statistically improved individual checklist variables including site confirmation, verbalization of laboratory values, anticoagulant status, allergies and specimen to be sent. Survey results showed that CADI was perceived to be more efficient in preparing information for a timeout because CADI delivered information instantaneously compared with the perceived five-minute prep required for a paper timeout. CADI timeouts also were perceived to be more accurate for all information delivered. There’s more, and the full results of the project are available in the October 2017 issue of JACR. (Reference: Uppot et al., “A Verbal Electronic Checklist for Timeouts Linked to the Electronic Health Record.”)

Innovative elements: CADI addresses widespread frustration with the EHR by verbalizing information to bring real-time clinical insights to the point of care. Given our success in IR, our next step is a two-year study designing, deploying and testing CADI for timeouts in MGH’s ICU. We also are developing a CADI module for clinical rounds preparation to deliver a clinical summary and 24-hour update of patient from notes, updated images and updated labs, as well as a module to help diagnostic radiologists by verbalizing a short clinical summary of each patient prior to image interpretation.

Submitted by Raul Uppot, MD, interventional radiologist at MGH and assistant professor at Harvard Medical School. 

GOING BEYOND MERE ONLINE ENGAGEMENT TO FULL PATIENT INVOLVEMENT 

By Radiology Ltd. 

Online information regarding screenings guidelines, particularly for mammography, varies widely depending on the website or organization. These differences in opinion have caused a lot of confusion for patients looking for a standard guideline they can trust for preventative health screenings. The ScreeningsForLife.com website project is our solution to a complex problem surrounding best practices for patient care. 

Aims and objectives: Screeningsforlife.com is designed to take the guesswork out of preventative health screening questions. At what age should I first get screened? How often do I need to get screened? Am I at high risk? All these questions can be answered by completing the assessment test we provide on Screeningsforlife.com. Beyond our main objective, we hope patients take action if a screening is needed. They can request an appointment online or print out the results and call us directly to schedule an exam.

Leadership and project management: The project was led by our internal marketing team with help from a local website design company. We needed a website that was engaging but also resourceful. Once the questionnaire was written, we enlisted the help of our radiologists to provide the clinical guidelines needed to create the appropriate algorithm. We currently promote the website via social media, Google display ads, Facebook ads and directly from our main practice website, RadLtd.com. 

Key steps: 1. Establish patient pain points: We noticed a local and national trend of patient questions related to screening guidelines. Using Google keyword planner tool, we researched how many times screening-related questions were searched on a local and national level and tracked specific interests. 2. Develop a solution: Now more than ever, patients are looking for transparency and simplicity in their healthcare, and this was an opportunity for us to create a competitive advantage. What if we could build a tool with a custom algorithm built in that suggested which screenings are recommended for them based on an assessment test? Once committed to that idea we started the buildout process with a local website development company. 3. Basic to basics: We wanted to create a user experience that made the patient feel unique and special but without going overboard. And we wanted a homepage that encouraged action over browsing. Time on site and pages visited were secondary to bounce rate and conversions. 4. Teamwork makes the dream work: We worked with our radiologists to develop a questionnaire that was both clinically accurate and patient-friendly. The hardest part during this process was getting the docs to buy in on the concept that less is more. Everything on the site is designed to give only the information the patient needs. 5. Implementation: Merging the assessment test with the design was the final piece of the puzzle. We opted to break the questions up based on category (“My Health,” “Family History,” “Previous Screenings”) and created a multi-stage approach to give the visitor a sense of progress as they filled out each page. The results page was designed to give those that completed the test the chance to schedule (certain) exams online, email their results or call for an exam. 

Positive outcomes: Among the many nuances that reflected a positive impact for us, the first is how well the project complements our main website. Google Analytics shows that our website visitors aren’t interested in reading about exams, so this provided us with a new engagement tool that solidifies our reputation as thought leaders and allows us those few extra minutes to make an impression with a new or returning patient. It’s been a big boost to our social media and digital marketing campaigns to have a one-of-a-kind engagement tool. Creating brand separation with our competitors via Facebook or Google has traditionally been a bit basic. This website allows us to create digital campaigns that we haven’t been able to run in the past, and it works well out in the field. With a tablet or laptop positioned at a table, our reps use the site as a valuable icebreaker and conversation piece to educate patients and providers about our services. 

Innovative elements: We approached this project with an open mind and rallied behind a leadership team that values digital analytics and isn’t afraid to think outside the box. This gave the project team freedom to pursue innovative ways to adapt complex and often confusing preventative health screening information into a simple formula while still maintaining its integrity. Using an algorithm to produce custom results for each user was the key to making a site that fulfilled our project goals and helps us continue as a company to provide the best possible patient care.

Submitted by Kyle Baril, marketing specialist. Radiology Ltd. is based in Tucson, Ariz.

IMPROVING IMAGE QUALITY ONE COMMUNICATIVE CLICK AT A TIME 

By Renaissance Imaging Medical Associates

We are a geographically diverse organization with multiple locations that are separate and distinct. We wanted to develop a means to provide quality improvement for all images at all sites. The main challenges were as follows: How do we provide feedback and quality control on every single one of the 1 million-plus studies we read each year, without overwhelming the doctors or the system? With so many different technologists working so many shifts, how do we provide fast and accurate feedback to each? How do we promote and provide a feedback loop that is tangible, can be followed and quantified, and is useful for radiologists, techs, supervisors, managers and hospital administrators? 

Aims and objectives: The main aim was to develop a novel system for direct collaborative communication feedback to our various imaging sites for the express purpose of improving image quality at all our hospitals, imaging centers and contracted facilities—and to do so in a time efficient easy manner that would promote radiologist adoption rather than rejection due to time constraints. 

Leadership and project management: The idea was born simply by staring at cases on the PACS all day long, wishing for a better way to improve image quality and realizing there was no commercial solution that truly fit our needs. The project was led by Mark Beller, MD, chief medical officer, and it became the genius work of our CIO and IT team. They built the system from scratch and made it a reality. We would meet every few weeks over the course of several months to discuss the status and ongoing development of project particulars. Probably most importantly, we constantly discussed what goals and what purpose this program/process must help us achieve for our organization. Promotion and project implementation, mainly via mass emails to all stakeholders, were incorporated into the development process. 

Key steps: After our CIO and IT team built the system, we tested it with a small handful of radiologists and asked for feedback. This helped us iron out wrinkles, fix bugs and make the system workflow-efficient. Next we worked with several of the site managers who were receiving these test sample cases to get their feedback and to see what additional information they needed. This was crucial, as it helped us understand we needed to keep a permanent log and provide a means of sending and receiving feedback. For the go-live, we sent a group email to the radiologists and site manager/supervisors announcing the new system’s full availability. 

Positive outcomes: The effect was immediate and intense. Our radiologists were happy to finally have a way to provide our techs feedback on any given image at any given time, without having to really slow down their reading speed. This improved morale, as all felt this was truly a unique and potent process to improve quality and decrease exam submission errors. Most surprising and most pleasing was the positive feedback received from site supervisors and managers. They really had no idea of the depth of the issues and problems that had been plaguing the radiologists on a daily basis. In the months since the go-live, we have seen a significant drop in the number of submissions at almost all sites, indicating a significant improvement in image quality, improvement in exam “completeness,” and a significant drop in tech errors. 

Innovative elements: We placed a “hot button” directly into our PACS that is available to click on every case. When clicked, a popup dialogue appears instantaneously right on our screen. In the pop-up dialogue screen, there is an easy dropdown menu that provides stock responses to the most common problems we face with our cases, along with a notes section for free text if needed. This time-saving design is crucial. Once the submit button is depressed, the QA submission is delivered via email to specific recipients pre-determined by the sender. We have it set up so that, for any given site, the submission is simultaneously auto-emailed to the site manager as well as the medical director. Importantly, only the accession number is included in the email, ensuring HIPAA compliance. All emails are logged in a system that tracks all issues per site for further evaluation over time. 

Submitted by Mark Beller, MD, chief medical officer. Renaissance Imaging Medical Associates is based in Los Angeles. 



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Scribd : https://www.scribd.com/document/356560557/Pass4sure-OMG-OCRES-A300-Braindumps-and-Practice-Tests-with-Real-Questions
Youtube : https://youtu.be/qUl8zPfBLCs
Dropmark-Text : http://killexams.dropmark.com/367904/11988167
Vimeo : https://vimeo.com/238263058
Blogspot : http://killexams-braindumps.blogspot.com/2017/10/never-miss-these-omg-ocres-a300.html
publitas.com : https://view.publitas.com/trutrainers-inc/nse6look-at-these-nse6-real-question-and-answers
Google+ : https://plus.google.com/112153555852933435691/posts/HDwhyFKp7Cg?hl=en
Calameo : http://en.calameo.com/account/book#
Box.net : https://app.box.com/s/3l41a4ij0xxf2h6vqixrwugpyglr7wqr
zoho.com : https://docs.zoho.com/file/5973aab74b6749cd246c5a93d518e2d778a78






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OMG OMG-OCRES-A300 Exam (OMG-Certified Real-time and Embedded Systems Specialist Advanced Exam) Detailed Information



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