Similarly, hospitals have an interest in reducing the downtime of operating rooms (operating rooms) as they can cost up to Aus $1500 (US $1063) per hour when in standby. For instance, construction sites aim to minimize the movement of heavy assets to reduce hazards and ensure a safer working environment, and researchers are currently working on similar projects. Yet, outside clinical settings and health care, an increasing number of studies suggest that long-term localization data can provide meaningful insights in workplaces where efficiency is of the essence and where the flow of people and assets can be optimized by studying and analyzing their movements. One reason for the lack of interest in longitudinal analyses is that we currently lack a movement-centered representation that is flexible enough to work with a variety of localization systems, which also allows researchers to study people’s flow across indoor spaces and rooms. However, the data collected by such real-time systems are typically discarded and not accumulated for long periods. Most of the applications in hospitals and clinical settings have focused on process mining or real-time localization, that is, locating people or assets quickly and accurately. Indoor localization has seen significant technological improvements in recent years -the relatively inexpensive Bluetooth low energy (BLE) beacons and Apple’s iBeacon standard have brought indoor localization closer to mainstream use. Hospitals are no strangers to localization technologies. We show multiple analyses where long-term mobility patterns help us quantify a hospital’s operational efficiency. Specifically, we show how capturing and studying the longitudinal movement of people in a hospital can provide insights into the operational characteristics and efficiency of the hospital. In this paper, we demonstrate how to take advantage of this close link between physical movement and functional and organizational processes in hospitals to generate operational insights. Further, these rooms are highly specialized locations and serve specific clinical and operational functions. Similarly, staff movement is closely linked to organizational processes. The patient progresses along this sequence by moving through the different rooms and spaces of the hospital. For instance, when a patient visits the hospital for surgery, a particular sequence is expected to be followed: admission, preparation, anesthesia, operation, and recovery. Thus, the movement of people within a hospital can be thought of as the physical manifestation of a particular process. Hospitals and clinical contexts are spaces in which physical attributes are often closely linked to organizational procedures, processes, and protocols.
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