The Block Cave Mining Method

The Block Cave Mining Method Block caving is a large-scale underground mining method applicable to the extraction of low-grade, massive ore bodies. With the amount of literature available on block caving this report identifies the need to provide a simple understanding of the process. Understanding a production process of a block cave mine is an important aspect before getting involved with technical aspects of the mine. This report attempts to give an introduction into the production process of a block cave mine and also an understanding about block caving. The document has been split into four chapters, Chapter One gives a basic understanding of the method and highlights the considerations that have to be made before the implementation of a block cave mine. Chapter Two gives an introduction into the production process involved in a block cave mine by taking into account four major levels involved in production. The production process has been described in the form of a flow chart for simple understanding of the process. Chapter Three outlines the significance of production control and production management in order to increase productivity of the mine. Chapter Four outlines some of the safety and risks involved in a block cave mine and the necessary precautions to be taken in order to increase safety. This report has been intended to provide a simple understanding of the block cave mining method and the production process involved. This report is advocated towards a layman in block caving in view of getting an impression about the block cave mining method. Chapter One Introduction 1.1 Block Caving Block caving is an underground mining method applicable to the extraction of low-grade, massive ore bodies with the following characteristics: large vertical and horizontal dimensions, a rock mass that will break into pieces of manageable size, and a surface that is allowed to subside. These rather unique conditions limit block caving to particular types of mineral deposits. Block caving is used for extracting iron ore, low-grade copper, molybdenum  deposits, and diamond-bearing kimberlite pipes. 1.1.1 Block Caving Method A large slice of material is blasted at the base of the ore body which creates an instability within the orebody, inducing the breakdown and mobilization of ore to the production level through the breakdown of ore and waste due to the natural pattern of breakages, development of stresses in the active caving area, and the low strength of the rock mass. The size and shape of the undercut depends on the characteristics of the rock mass. Excavations are created at the production level at base of the orebody to draw out the broken material. A large amount of development expenditure is required to set up the facilities to break the lowest level of the ore body, and all the broken rock is extracted out of the block cave through a system of drawbells. Once the caving is initiated, operating cost of the block cave is very low comparable to the operating costs in open pit mining. Once caving is initiated, production can be ramped up until the production rate is almost equal to the caving rate. The undercut is advanced in the horizontal plane to create greater areas of caving for increasing the production.   Rock breakage occurs only in the caving areas, induced by undercutting, and has low drilling and blasting cost; some amount of blasting may be required at the drawpoints1  to break some of the large rocks coming through the drawbell, especially during the initial stages of draw. Most block caves these days are highly mechanized with large number of large LHDs (load-haul-dump machines) working at the lower levels, though smaller orebodies can also be caved and extracted using gravity draw systems with orepasses2  and slushers3. The development of a conventional gravity flow system of block caving involves Figure Conventional Gravity Flow System http://technology.infomine.com/reviews/BlockCaving/assets/images/BlockCaving1.jpgSource: Infomine Block Caving A spot where gravity fed ore from a higher level is loaded into hauling units A vertical or inclined passage for the downward transfer of ore A mechanical drag shovel loader an undercut where the rock mass underneath the block is fractured by blasting; drawbells beneath the undercut that gather the rock into finger raises4; finger raises that draw rock from drawbells to the grizzlies; a grizzly level where oversized blocks are caught and broken up; a lower set of finger raises that channel ore from grizzlies to chutes for train loading the finger raises are arranged like the branches of a tree, gathering ore from a large area at the undercut level and further channeling material to chutes at the haulage level; and a lowermost level where ore is prepared for train haulage and chute loading. When LHDs are used, the development required is considerably less complex and involves Undercut Levelhttp://www.edumine.com/xcourse/xblock101/docs/figures/images/10002x.jpg Extraction LevelSource: Infomine Block Caving 4 Steeply sloping openings permitting caved ore to flow down raises through grizzlies to chutes on the haulage level an undercut where the rock mass underneath the block is fractured by blasting; drawbells constructed between the undercut and extraction levels; an extraction level with drawpoints at the base of drawbells; and an ore haulage system to collect, crush and transport the ore out of the mine. Underground Mining Methods Unsupported Artificially Supported Pillar SUpported Shrink Stoping Bench and Fill Stoping Room and Pillar Sublevel Mining Longwall Mining Sublevel and Longhole Open Stoping Block and Panel Caving VCR Stoping Cut and Fill Stoping 1.1.2 History of Block Caving Late 19th century:  precursor to modern block caving developed in the Pewabic iron ore mine, Michigan, USA Early 20th century:  the block caving method developed in the USA for iron ore and then copper mining in the western states 1920s:  block caving started in Canada and Chile Late 1950s:  block caving introduced into southern African diamond mines and then chrysotile asbestos  mines Late 1960s:  LHD vehicles developed for underground mining 1970:  LHDs used with block caving at El Salvador mine, Chile 1981:  mechanised panel caving introduced in the primary ore at El Teniente mine, Chile 1990s:  planning of the new generation of block caves with larger block heights in stronger orebodies (e.g. Northparkes, Palabora) 2000s:  planning and development of super block caves under existing open pit mines (Grasberg, Chuquicamata, Bingham Canyon) and at great depth (Resolution Copper) http://www.edumine.com/xcourse/xblock101/docs/figures/images/10003x.jpg Source: Infomine Block Caving 1.2 Management Organizational Chart Mine Manager Technical Services Superintendent Technical Services Superintendent Mine Superintendent Human Resource Logistics Electrical Mechanical Cave Development Cave Production Ventilation Projects Geo-Technology Geology Survey Long Term Planner Short Term Planner Design The organizational chart might differ based on the requirements of a specific mine. 1.2.1 Managerial Responsibilities: Mine Manager is responsible for the overall management, direction and coordination of the mine and related operations. Mine Managers are also intended to provide the technical leadership in the area of underground mine engineering.   The focus of the Mine Manager should be on the following subjects Ensuring underground mining activities are conducted in accordance with the Occupational Health and Safety Act and Regulations and environmental standards Complying with all safety requirements Observing all company policies and procedures Assisting with the development of production targets Ensuring production targets are met or exceeded Developing schedules, budget and ensuring these are controlled and managed effectively Monitoring production results on a progressive basis and preparing monthly progress and variance reports Maintaining effective working relationships with Contractors, Suppliers and Service Providers, and ensuring adherence to contractual requirements Developing a sense of continuous improvement Ensuring appropriate training programs are in place to meet safety and production requirements Maintaining knowledge of current statutory requirements and industry best practices and ensuring compliance at all times Interphases with other managers and superintendents as part of the management team Reviewing mining methods Implementing optimisation programs where appropriate Managing manpower levels to achieve their performance 1.3 Parameters to be considered before the implementation of cave mining Twenty five parameters that should be considered before the implementation of any cave mining operation are set out in Table 1. Many of the parameters are uniquely defined by the orebody and the mining system. No. Parameters Considerations 1 Cavability Rockmass Strength Rockmass Structure In situ stress Hydraulic radius of orebody Water 2 Primary Fragmentation Rockmass strength Geological structures Joint/fracture spacing Joint condition ratings Stress or subsidence caving Induced stress 3 Drawpoint Spacing Fragmentation Overburden load and direction Friction angles of caved particles Practical excavation size Stability of host tockmass Induced Stress 4 Draw Heights Capital Orebody geometry Excavation stability 5 Layout Fragmentaion Drawpoint spacing and size Method of draw 6 Rockburst Potential Regional and induced stresses Rockmass Strength Structures Mining Sequence 7 Sequence Cavability Orebody geometry Induced stresses Geological environment Influence on adjacent operations Rockburst potential Production requirements Water inflow No. Parameters Considerations 8 Undercutting Sequence Regional stresses Rockmass strength Rockburst potential Rate of advance Ore requirements 9 Induced Cave Stresses Regional stresses Area of undercut Shape of undercut Rate of undercutting Rate of draw 10 Drilling Blasting Rockmass strength Powder factor Rockmass stability Required fragmentation Height of undercut 11 Development Layout Sequence Production Drilling and blasting 12 Excavation Stability Rockmass strength Regional and induced stresses Rockburst potential Excavation size Draw height Mining Sequence 13 Primary Support Excavation stability Rockburst potential Brow stability 14 Practical Excavation Size Rockmass strength Insitu stress Induced stress Caving stress Secondary blasting 15 Draw Method Fragmentation Practical drawpoint spacing Practical size of excavation 16 Draw Rate Fragmentation Method of draw Percentage hangups Secondary breaking requirements 17 Drawpoint Interaction Drawpoint spacing Fragmentation Time frame of working drawpoints No. Parameters Considerations 18 Draw Column Stresses Draw-column height Fragmentation Homogenity of ore fragmentation Draw control Height-to-base ratio Direction of draw 19 Secondary Fragmentation Rock- block shape Draw height Draw rate-time dependent failure Rock-block workability Range in fragmentation size Draw control program 20 Secondary Blasting Secondary fragmentation Draw method Drawpoint size Size of equipment and grizzly spacing 21 Dilution Orebody geometry Fragmentation range of unpay ore and waste Grade distribution of pay and unpay ore Mineral distribution in ore Drawpoint interaction Secondary breaking Draw control 22 Tonnage Drawn Level interval Drawpoint spacing Dilution percentage 23 Support Repair Tonnage drawn Point and column loading Secondary blasting 24 Extraction Mineral distribution Method of draw Rate of draw Dilution percentage Ore losses 25 Subsidence Major geological structures Rockmass strength Induced stresses Depth of mining Source: Laubsher Chapter Two -Production Process 2.1 Block Cave Mining System In a Block Cave Mine there are four major levels that contribute to the production of the mine. The levels that have been taken into account here are Extraction Undercut Haulage Ventilation In a natural progression of a block cave mine the infrastructure that need to be built before the start of caving includes Primary access to the production levels (ramps and shafts) Extraction level excavations Haulage and Ventilation level excavations; and Crushing and ore transport facilities. While most of these excavations need to be created before the start of caving operations, construction of some extraction, haulage and ventilation level drifts can be planned just in advance of actual caving operations. Each of these levels is given a brief introduction and the production process for each level are outlined from collecting data from different sources. The information flow in the form of a flow chart is provided for ease of understanding the process. The information flow chart provided is implemented from personal experience and its objective is to provide an impression on the production process of an underground block cave mine. 2.2 Extraction Level The extraction level is the main production level in a block cave operation. All the ore from the block cave is drawn through draw points at the extraction level and then transferred to haulage level through a system of ore passes or a fleet of LHDs. Since this is the main production level, it is developed and supported to counter the stresses and displacements that can be expected during the life of the drawpoints at the level. The arrangement of drawpoints, drawbells and other excavations on the extraction or production level is referred to as the extraction level layout. The development of the extraction level and the drawbells creates two types of pillars. The major apex is the shaped structure or pillar above the extraction level formed between two adjacent drawpoints but separated by the extraction or production drift. The minor apex is the shaped structure or pillar formed between two adjacent drawbells on the same side of the extraction drift. The drawpoint spacing, the drawpoint width, and the distance between the undercut and extraction levels are all designed based on the fragmentation expected within the block cave. The ground support installed in the excavations at the extraction level is based on the characteristics of the rock mass and the expected stress levels at different locations. 2.2.1. Drawbells The ideal shape of the drawbell is like a bell, so that ore can flow to the drawpoint. However it is a compromise between strength and shape. The major and minor apexes must have sufficient strength to last out the life of the draw. It needs to be established how much influence the shape of the drawbell has on interaction. It has always been an empirical point that shaped drawpoints improve ore recovery as the ore should have better flow characteristics than a drawbell with vertical faces and a large flat top major apex. The time consuming operation is creating the drawbell. The undercut technique also determines the shape of the major apex and importantly the shape of the drawbell. The draw rate from the drawbells is an important factor in that it must provide space for caving; also it must not be too fast to create a large air gap and possible air-blasts. If the draw rate is too fast seismic activity will occur. Production must be based on this value and not rely on economic factors such as short term return on investment that ignores long term consequences. There is also the fact that a slow draw rate will mean improved fragmentation. 2.2.2 Extraction Level Production Process Planning Design Equipment/People Decision Making Ground Support Drawbells Drifts Ground Support Development Pathways Ventilation Ventilation Blast Hang ups Drawpoint Undercutting Secondary Blasting Ore Removal LHDs Ore pass full Ore Pass Haulage Level Secondary Ore pass Crusher 2.3 Undercut Level The process of undercutting creates instability at the base of the block being caved. Block cave mining is based on the principle that when a sufficiently large area of a block has been undercut by drilling and blasting, the overlying block of ore will start to cave under the influence of gravity. The process will continue until caving propagates through the entire block surface or to the open pit above, unless a stable shape is achieved. The purpose of the undercut level is therefore to remove a slice of sufficient area near the base of the block to start the caving of the ore above. The undercut level is developed at the base of the block to be caved. The caving of the block is initiated by mining an undercut area until the hydraulic radius of the excavation reaches a critical value. As the broken ore above it will collapse into the void so created. Vertical propagation of the cave will then occur in response to the continued removal of broken ore through the active drawpoints. The horizontal propagation of the cave will occur as more drawpoints are brought into operation under the undercut area. 2.3.1 Undercutting Undercutting is the most important process in cave mining. As not only is a complete undercut necessary to induce a cave, but the design and the sequencing of the undercut is important to reduce the effects of the induced abutment stress. It is essential that the undercut is continuous and it should not be advanced is there is a possibility that pillars will be left. This rule which is often ignored owing to the problems in re-drilling holes, results in the leaving of pillars resulting in the collapse of large areas and consequent high ore losses. The undercut technique also determines the shape of the major apex and importantly the shape of the drawbell. Care must be taken that there is no stacking of large blocks on the major apex as this could prevent cave propagation. 2.3.2 Undercutting Techniques Conventional The conventional undercutting sequence is to develop the drawbell and then to break the undercut into the drawbell. Henderson Technique The Henderson Mine technique of blasting the drawbell with long holes from the undercut level just ahead of blasting the undercut reduces the time interval in which damage can occur. They have also found it necessary to delay the development of the drawbell drift until the drawbell has to be blasted. Advance Undercut The advance undercut technique means that the drawpoints and drawbells are developed after the undercut has passed over, so that the abutment stresses are located in the massive rock mass with only the production drift. 2.3.3 Undercut Level Production Process Design Planning Development Equipment/People Decision Making Ground Support Ventilation Drifts Pathways Undercutting Ore Removal Haulage Level LHDs Crusher Muck Removal LHDs Ore Pass Waste Dump 2.4 Haulage and Ventilation Level The haulage and ventilation levels lie below the extraction level. They need to be developed with adequate excavations to handle the quantity of broken ore and ventilating air streams required for the designed production rates, equipment and manpower employed within the block cave. Facilities for storing, crushing and conveying the broken ore to the mill need to be developed at the haulage level. The larger excavations required for the crushers, ore bins and conveyor transfer stations need to be located outside the zone of influence of the stresses due to the block cave, and adequate ground support will need to be installed to ensure that the excavations are stable during their expected life. The excavations and levels must be placed far enough apart so that there is limited interaction between numerous excavations created to move the ore from the production level to the milling facilities at the surface. 2.4.1 Haulage Level Much of the development of the infrastructure for a block cave operation is completed during the pre-production stage though some haulage lines and ventilation drifts and raises may be deferred to later in the life of the block cave. Scheduling the development of haulage and ventilation drifts needs careful planning so that the required facilities are in-place well in advance of their requirement. Though there is some flexibility in the development of these levels since they are different elevations and lie below the extraction level, the preliminary layouts need to be prepared so that the flow of materials, ore and ventilating air can be integrated without interruption as the block cave progresses. 2.4.2 Ventilation Level Ventilation Levels are normally developed between the haulage and the extraction levels. During the development phase air is streamed through the undercut and extraction levels to the working faces and exhausted through the raises to the ventilation level. During production, air is coursed through the extraction level and exhausted through the ventilation raises to the exhaust side of the ventilation level. Additional air is provided at the working areas through ventilation raises which connect to the intake of the ventilation level 2.4.3 Haulage Level Information Chart Scoop Ore Removal Haulage Level Haul Distance Optimization LHDs Crusher Figure Haulage Level Information Chart 2.4.4 Ventilation Level Information Chart Auxillary Ventilation Intake Raise Exhaust Raise Fresh Air Exhaust Air Drifts Pathways Fans/Vent Ducts Chapter Three Production Control 3.1 Departments in a block cave mine involved in Production Control Design Planning Geology Geo-technology Ventilation Maintenance Cave Development/Production Survey Construction Electrical Mechanical Human Resource Safety In a Mine Environment each and every department plays a crucial role to keep the Mine running and to meet the production targets. Problems associated with these departments no matter how small they may be contribute damage in their own way to dampen the production. Production planning for block cave operations can be complex. The factors to be considered include geotechnical constraints, cave shape, draw point development sequence, draw point productivity, production block limits such as loader capacity and ore pass capacity and variable shut-off grade mining costs. The nature of the problem also changes during the life of a cave from initial production build up to final closure. Overall objective for production planning should be to maximize productivity, some of the aspects of production planning include Minimum/Maximum tonnage per period Maximum total tonnage per draw point Ratio of tonnage from current drawpoint compared with other drawpoints. Height of draw of current draw point with respect to other drawpoints Percentage drawn for current draw point with respect to other drawpoints Maximum tonnage from selected groups of drawpoints in a period. 3.2. Production Control Major Concerns 3.2.1 Fragmentation Rock fragmentation is the fragment size distribution of blasted rock material, in caving operations fragmentation has a bearing on Drawpoint spacing Dilution entry into the draw column Draw control Drawpoint productivity Secondary blasting/breaking costs Secondary blasting damage Primary Fragmentation Caving results in primary fragmentation which can be defined as the particle size that separates from the cave back and enters the draw column. The data to be considered for the calculation of the primary fragmentation is In situ rock mass ratings Intact rock strength Mean joint spacing and maximum and minimum spacing Orientation of cave front Induced stresses Secondary Fragmentation Secondary fragmentation is the reduction in size of the primary fragmentation particle as it moves down through the draw column. The processes to which particles are subjected to, determine the fragmentation size distribution in the drawpoints. The data to be considered for the calculation of the primary fragmentation is The effect of fines cushioning Draw strategy and draw rate Rock block strength Shape of fragments Frictional properties of fragments Column height Fragmentation is the major factor that determines productivity from a drawpoint. Fine material will ensure high productivity. 3.2.2 Draw control Draw control is one of the major concerns that need to be optimized in order to increase productivity of the mine. Geomechanical issues related to draw control have played a dominant role in efforts to reduce stress and improve fragmentation and reduce dilution. Draw control is the practice of controlling the tonnages drawn from individual drawpoints with the object of Minimising dilution and maintaining the planned ore grade. Ensuring maximum ore recovery with minimum dilution. Avoiding damaging load concentrations on the extraction horizon. Avoiding the creation of conditions that could lead to air blasts or mud-rushes. The following have to be considered for draw control strategy in order to maximize productivity, Any factors observed during the start of caving that will influence the planned caving and drawdown processes. Control the draw from the first tonnage into the drawpoint. Define the potential tonnages and grades that will be available from each drawpoint. The draw control system must be fully operational. Confirm that the planned draw strategy is correct. The recording and analysis of the tonnages drawn, this important aspect is often not treated with the required respect. Managing the draw by following the adopted draw strategy. Define how the control is to be monitored, maintained and audited. Planning for how the draw column would behave with time. An estimation of the remaining tonnages and grade for future production scheduling and planning. Personnel must be aware of the definition of isolated drawpoint. Ensure the drawpoints are clearly and correctly identified underground. There must be reporting system to record and describe why allocated drawpoints have not been drawn. Ensure secondary breakings are done effectively and efficiently. Develop standard procedure for close drawpoints. Draw control is what block caving is about, the reasons for and the principles of draw control must be clearly understood by all operating personnel. Preparation of orebody must be done in a sound way so that preventable problems do not hamper the draw control. 3.2.3 Secondary Breaking Irrespective of the method of primary blasting employed, it may be necessary to reblast a proportion of the rock which can then be handled by the loading, hauling and crushing system. There are four types of problems that cause a need for secondary breaking, High hang-ups are where a large fragment lies across the entrance to the draw bell up to 19m above the footwall. This type of hang up is very rare though, and it is more common that this will only occur up to a distance of 5 m above the draw point floor. Rock jumble is where several ore fragments of rock smaller than two cubic meters form an arch in a drawbell. This is found to occur especially in the troat of the drawpoint. Low hang up is a large fragment of over two cubic metres hanging in the troat or on the floor of a draw point clocking the flow of ore. Draw point oversize is any large fragment over two cubic metres on the floor of a draw point and effectively prevents loading by LHDs. Some of the techniques that are in use for secondary breaking are as follows, Concussion blasting Drill and blast Emulsion secondary blasting Robust hydro fracturing breaking system There are many products on the market today that promise effective secondary breaking of both hang-ups and boulders, including cone packs, the quick draw system, the boulder buster and the penetrating cone fracture technique. In order to choose a secondary breaking method with respect to productivity the following need to considered and evaluated, Explosive quantities Labour and Equipment requirements Fragmentation Safety 3.3 Significance of Production Management

Cpoe for Emory Healthcare

Business Case NEU Consulting Group Prepared by: Kuan-ling Chiu Wenjie Xie Executive Summary This business case outlines how the CPOE Project will address current business concerns, the benefits of the project, and recommendations and justification of the project. The business case also discusses detailed project goals, performance measures, assumptions, and constraints. 1 Issue Since the perception of patient safety has arisen, many medical organizations were striving to improve medication safety.Emory Healthcare, the largest and most comprehensive health care system in Georgia, was one of them who were seeking ways to prevent medication errors. In recent years, some highly influential studies revealed that medical errors occurred in inpatient and outpatient settings at alarmingly high rates. Researchers point out approximately 1. 3 million injuries occurred annually to patients in U. S. hospitals, at a high percentage of which were at least partially due to errors in patient managem ent.In the Emory Healthcare, physicians place orders by writing them on an orders sheet attached to the patient chart or they would call a nurse and ask him/her to write the orders on the order sheet. Orders are paper-based or just by verbalization. Furthermore, medication orders ordered by radiology technicians or phlebotomists would be carried out by a unit clerk who is responsible for to fax or scan and then sent orders directly to the pharmacy. Such paper-driven work is not efficient and prone to errors; without standardization, physicians carry no responsibility for orders, which is critical and directly points to medical errors.It was calculated that 37% of the patient cases had medication treatment fault in the Emory Healthcare because of its paper-driven prescription process  which is prone to error. Around 9%  of injuries were  partially  due to  inaccurate medical order  input. Furthermore, 60% of the patients were not satisfied with their  treatment. 2 Antic ipated Outcomes In order to prevent medical errors and improve order accuracy, the suggestion of implement CPOE (Computerized Provider Order Entry) has surfaced.CPOE will establish order standard and let physicians write orders electronically and directly, thus prevent order inaccuracy. Furthermore, paper-driven work will be eliminated and replaced by electronic process. Computerized processing will improve efficiency of workflow, accuracy of input and reduce cost. Ultimately, all physician orders will be standardized, electronic and traceable. Thus, medical errors caused by human negligence will be reduced to minimum. 3 RecommendationVarious options and alternatives were analyzed to determine the best way to improve physician order processes and reduce the error and cost. The recommended CPOE project will methodically migrate the physician orders and the patient records of current mainframe system to the new computer-based platform in order to preserve data integrity. The new compu ter-based platform will improve the efficiency and accuracy of managing orders and records. The project will achieve its desired results: †¢ Physicians will directly enter orders electronically by standardized requirements. The system will check the orders and alert the users with inappropriate entries. †¢ Orders will be saved and can be accessed immediately. Orders and patient records are traceable and easy to obtain. †¢ The system will provide users with alerts and guides of best practice, duplicate, drug interactions when assigning prescription or orders. Business Case Analysis Team The following individuals comprise the business case analysis team. They are responsible for the analysis and creation of the Emory Healthcare Project business case. Role |Description |Name/Title | |Executive Sponsor |Provide executive support for the project |A, White | |Technical Lead |Provides all technology support for the project |E, Chen, Technical Lead | |Process Improvement |Adv ises team on process improvement techniques |Leland Choi, Process Team Lead | |Project Manager |Manages the business case and project team |B Brown, Project Manager | |Software Support |Provides all software support for the project |Jack Xie, Software Group Lead | Problem Definition 1 Problem Statement In the 1980s and 1990s, researchers point out approximately 1. 3 million injuries occurred annually to patients in U. S. ospitals, 69% of which were at least partially due to errors in patient management. In 2000, the Institute of Medicine published a report that concluded that more people died each year from preventable errors in hospitals than from car accidents, breast cancer, or AIDS. Medical errors caused by human oversight are the main issue inside Emory Healthcare. In 1986, it was calculated that 37% of the patient cases had medication treatment fault. The problems are due to the lack of standard for orders by physicians. Physicians would place orders by hand writing, and then they would call a nurse and ask him/her to write the orders on the order sheet. Orders are paper-based or just by verbalization.Such paper-driven work that without standardization is not efficient and prone to errors. Moreover, physicians carry no responsibility for orders, which is critical and directly points to medical errors. During the last five years, 60% of the patients were not satisfied with their treatment. Furthermore, works driven by paper are costive and time-consuming. 2 Organizational Impact The CPOE project will impact the Emory Health Care in different aspects. The following provides a high-level explanation of how the organization, tools, process, and roles. Tools: COPE project mainly focuses on designing a new system to improve the accuracy rate of order entry.The system will also enhance the function of dealing emergency situation. This will require training both physicians and nurses to manipulate the new system. A tutorial function also includes in the applicat ion to make employee adapt the system quickly. Processes: with CPOE Project comes more efficient and controlled by physicians. Physicians have more jobs to do within the whole procedure. Before the CPOE, new medication reconciliation will be placed after the communication between the doctor and the nurse. Now physicians should be able to place the order by themselves and send them to the providers directly. Nurse’s job is only to take care of inpatients.Roles and Responsibilities: the CPOE project provides greater power to physicians and fewer burdens on nurses. The number of clerks will decrease sharply because now physicians can send orders to the providers directly. The middle layer is useless with this condition. IT department should provide more solutions to help employees be familiar with the new system. More training sessions should be taken place for employees who are unwilling to accept the system update. The new platform needs more computers and an appropriate datab ase to support the system operation. Thus, the financial department should set up new budget for the new equipment required.Hardware/Software: in addition to the computers and licenses for the project, NEU Consultant team will be required to purchase additional servers and database to accommodate the platform and its anticipated growth for the next 5 years. 3 Technology Migration In order to effectively make employees be familiar with the computerized provider order entry system, a phased method has been designed which will result in minimal disruption to day to day operations, administration, and payroll activities. The following is the high-level overview of the system. Phase I: Hardware/Software (including database, servers and new computers) will be purchased for new system.IT department staff will response for the configuration of back end equipment. Phase II: All employees will receive training on the new system. Depending on different roles, they will get diverse learning ses sions. For example, physicians will learn how to place prescriptions and medication reconciliation. Nurse will study how to allocate patients room and update patients’ status. Phase III: System might be altering depending on employees’ reflections to make the system be manipulated easily. NEU consulting group will provide strong support in this period. Phase IV: The new system will go live and the older pattern of hand-written entry will be stood down. Project OverviewThe CPOE Project overview provides detail for how this project will address Emory Healthcare business problem. The overview consists of a project description, goals and objectives for the CPOE Project, project performance criteria, project assumptions, constraints, and major milestones. As the project is approved and moves forward, each of these components will be expanded to include a greater level of detail in working toward the project plan. 1 Project Description The purpose of this project is to imple ment Computerized Provider Order Entry (CPOE) across Emory Healthcare. Computerized Provider Order Entry is a computer application that is used by physicians to enter diagnostic and therapeutic patient care orders.In most cases these orders are communicated electronically to the departments and personnel responsible for carrying them out, either by directly connecting to specific departmental computer systems that execute the order (such as laboratory or pharmacy systems), or by staff printing out the orders in the appropriate locations for execution. For CPOE applications electronically connected to departmental systems, confirmation of the order and the following result (in the case of tests) are transmitted back to the ordering physician. There are three major deliverables associated with this project. †¢ A consolidated and standardized Order Sets to facilitate CPOE that are evidence based †¢ 100% CPOE Compliance across the organization.Physicians will enter in real-tim e, all orders directly into CPOE system thereby eliminating transcription and the use of third-person (i. e. Nurses etc. ) to enter orders into patients’ electronic health records: Lab, Imaging, Consult, Nutrition, Medications, Patient Care. †¢ Decision Support Alerts – alerts to guide best practice, duplicate, drug interactions etc. Provide rules and alerts to guide healthcare decisions Alerts for drug interactions, dosage and adverse event Online help for alerts 2 Goals and Objectives The goal of this project is to implement the Computerized Provider Order Entry (CPOE SYSTEM) at Emory Healthcare in order to facilitate the full use of Computerized Provider Order Entry (CPOE) throughout the hospital.It is expected that Emory Healthcare will realize benefits in improved clinical diagnostic capabilities and clinical workflow processes as a result of the implementation of CPOE. Implementation of CPOE addresses a number of key requirements for achieving meaningful use of their Electronic Health Record per the American Recovery and Reinvestment Act. Also, implementation of CPOE will lay the foundation for enabling additional clinical functionality through the implementation of additional modules such as, Clinical Alerts and other models. A number of other clinical initiatives must be completed in order to achieve full COE functionality including Care Plans, Order Sets and Process Mapping.It is important to realize that the implementation of CPOE is an ongoing performance improvement initiative that will require ongoing enhancements and refinements in order to accommodate the changing of information system healthcare environment. This includes workflow refinements, additional order sets, and training process The CPOE Project directly supports several of the corporate goals and objectives established by NEU Consulting group. The following are the business goals and objectives that the CPOE Project supports and how it supports them: Goals: †¢ I mproved clinical decision making as a result of timely access to historical patient information at the point of care (existing medications, lab results, allergies) †¢ Reduce number of adverse events as a result of clinical ordering errors †¢ Reduced patient length of stay Improved clinical decision making as a result of timely access to clinical order information at the point of care (historical orders, interactions and conflicts) †¢ Reduction in costs and manual effort associated with manual ordering process †¢ Improvements in workflow processes for ordering tests and transmitting †¢ The ability to access patient order information throughout the hospital and from remote locations †¢ Obtain information that can provide reports about productivity and performance metrics †¢ High physician and patient satisfaction †¢ Reduce / elimination of paper orders †¢ Reduce chance of clinical errors through the use of order validation and checking Obje ctives: †¢ To provide emergency alert in order to monitor patient’s real-time status. †¢ To reduce order processing time by 25%. †¢ To increase order entry accuracy to 98%. To reduce medication turnaround time by 60% †¢ To provide alert function for physicians when writing orders or prescription. †¢ To standardize physician orders and patient records. †¢ To cut the clerk’s department in order to save transaction time. †¢ To transform hand written patient records into digital records by 95%. 3 Project Assumptions The following assumptions apply to the WP Project. As project planning begins and more assumptions are identified, they will be added accordingly. †¢ The core implementation team will consist of key resources from Emory Healthcare. This team will collaborate in order to coordinate the project activities between their organizations. The implementation team will have access to the areas within the hospital where they need t o work †¢ The implementation team will have cooperation from the Emory Healthcare staff as necessary but with the intention that disruption will be minimal †¢ Resource requirements and costs for ongoing system support will be agreed upon by Emory Healthcare and NEU Consulting group during the initial phase of the project †¢ Emory Healthcare resources will be available as needed †¢ Regular review of project status will occur and be communicated through communication plan †¢ Client will attend the required training 4 Project Constraints The following constraints apply to the CPOE Project. As project planning begins and more constraints are identified, they will be added accordingly. †¢ Dependencies of CPOE Vendor delivery and order of module upgrades and installations †¢ Resource availability (IT, non IT, and vendor) †¢ Budgets: The total cost of the project should be done under the budget approved by the board of directors and make sure to cont rol the cost not exceed the budget of each year. Schedule: Fully operational in 3 years †¢ Quality: CPOE system and process improvement service shall meet all quality standards and client’s requirements. 5 Selected Approach Various options and alternatives were analyzed to determine the best way to improve physician order processes and reduce the error and cost. The selected CPOE project will methodically migrate the physician orders and the patient records of current mainframe system to the new computer-based platform in order to preserve data integrity. The new computer-based platform will improve the efficiency and accuracy of managing orders and records. The project will achieve its desired results: Physicians will directly enter orders electronically by standardized requirements. †¢ The system will check the orders and alert the users with inappropriate entries. †¢ Orders will be saved and can be accessed immediately. Orders and patient records are traceab le and easy to obtain. †¢ The system will provide users with alerts and guides of best practice, duplicate, drug interactions when assigning prescription or orders. 6 Major Project Milestones The following are the major project milestones identified at this time. As the project planning moves forward and the schedule is developed, the milestones and their target completion dates will be modified, adjusted, and finalized as necessary to establish the baseline schedule. Milestones/Deliverables | Target Date | |Contract / Board Authorization |12/10/2012 | |Project Management Plan approval |05/05/2013 | |System Implementation Kick off |05/27/2013 | |Functional review |06/05/2013 | |Hardware technical design |10/20/2013 | |Order and receive hardware and software |11/17/2013 | |System implementation complete (software) |03/10/2014 | |Database design and configuration complete |07/20/2014 | |System installation (hardware and software) |09/09/2014 | |Complete test plan |09/22/2014 | |Test and enable network connectivity |01/20/2015 | |System testing complete |04/25/2015 | |Nurse, Pharmacy documentation preparation and training |07/14/2015 | |Physician documentation preparation and training |07/18/2015 | |System maintenance plan complete |10/25/2015 | |System on live |01/01/2016 | |System maintenance start |01/01/2016 | Cost and Saving Analysis The following two tables capture the cost associated with the CPOE Project, descriptions of these actions, and the total associated with the cost item for CPOE project. CPOE Ongoing Cost – Estimate Cost Item |Action Type |Description |Cost | |Hardware and Software |Cost |Application Software Maintenance |$150,000 | | | |Third-Party Software maintenance | | | | |Workstation Maintenance | | |Network |Cost |LAN maintenance |$35,000 | | | |Network Monitoring equipment | | |Staff required to support CPOE |Cost |Pharmacy analyst |$60,000 | | | |CPOE Project Manager | | | | |Clinical Programmer/builder | | | | | Additional Help Desk Support Network/equipment support | | | | |staff | | |Others |Cost |None IT Resources |$100,000 | |Net Cost | | |$345,000 | CPOE One-Time Cost – Estimate |Cost Item |Action Type |Description |Cost | |Hardware and Software |Cost |Application License Cost (CPOE, Scanning software etc. |$1,000,000 | | | |Third party software license costs | | | | |Workstations/Printers | | |Network |Cost |Install Wireless LAN |$450,000 | | | |Upgrade to LAN/Wireless | | | | |Networking monitoring equipment | | |Implementation |Cost |Vendor cost |$155,000 | | | |Consultant cost | | | | |Travel cost | | | | |Outsource staff cost | | |Internal Project teams |Cost |IT Management |$300,000 | | | |Project Manager | | | | |Analyst | | | | |Technical staff | | |Training |Cost |Vendor cost |$30,000 | | | |Consultant cost | | | | |NurseTraining | | | | |Physician Training | | | | |Other Training | | |Net Cost | | |$1,935,000 | CPOE Ongoing/one time saving Emory Heal thcare has saved approximately &270,000 annually through elimination of transcription cost and increased radiology revenues by over $300,000 annually through better capture of documentation with CPOE. Alternatives Analysis The following alternative options have been considered to address the business problem. These alternatives were not selected for a number of reasons which are also explained below. No Project (Status Quo) |Reasons For Not Selecting Alternative | |Keep the origin mainframe legacy system |Newly computerized system can improve the efficiency of work | | |CPOE definitely reduces errors | | |The new system provides the real time function which solves | | |emergency situation | | |Cut off middle layer in order to save processing time | |Alternative Option |Reasons For Not Selecting Alternative | |Outsource the implementation to two different companies in |Hardly meets the requirements of Emory Healthcare. | |order to short development cycle. |Difficult to communicat e between two companies. | |High cost to support two cycles. | |Alternative Option |Reasons For Not Selecting Alternative | |Develop software internally |Lack of qualified resources especially not enough developers | | |Lack of expertise to guarantee the security of the system. | | |Huge cost for the cycle of developing | | |Schedule restricts developing time. |

The Most Popular Uc Essay Prompt Samples

The Most Popular Uc Essay Prompt Samples Uc Essay Prompt Samples Secrets Then large school happened. In this instance, it's college admissions officers who need to locate students that are eager to learn and be exposed to new ideas and ideas. Health and physical fitness essay for asl. Or took on how best to select from any college. However, even when you don't know about any requirements our specialists can help you. Order top-notch essay at the moment and certified specialists will do their very best to supply you with higher quality at fair price. As a result of this guarantee, the delivered order will incorporate all essential particulars. At precisely the same time, you will impress the college admissions folks greatly if it is possible to present your capacity to learn from your failures and mistakes. For instance, some of them just have zero time to deal with dozens of assignments that keep bombarding from every side. One reason that the admissions office wishes to f igure out which of the applicants has been through something unlike the majority of other people is that they're hoping to raise the number of points of view in the student body. Even more than knowing that you had the ability to fix the issue, colleges wish to observe how you approached the scenario. Talk about your ambitions and the way you're planning to get the established objective. In case you have any questions, you can get in touch with our friendly support team night and day and get immediate assistance. Describe the most essential challenge you've faced and the steps that you have taken to overcome this challenge. Not only are you going to describe the challenge itself, but you will chat about what you did when faced with that. The New Angle On Uc Essay Prompt Samples Just Released This is only one approach to approach choosing prompts. Before you're able to fix an issue, you've got to understand that the problem exists. Discuss how to assist and effect prompt as sistance. The very first approach to this essay is to speak about an opportunity you've embraced. Along with every one of the UC prompts below, you will locate a few strategies about how to best tackle each brief essay. How to compose a personal statement colleges may wish to read. Picking your favourite subject ought to be pretty straightforward. For instance, you hope to be a doctor later on since you love biology and chemistry. For instance, if your preferred topic is the area of literature, you could speak about your experiences with diverse genres or with foreign writers. The UC application seems like a riddle. The UC system has ever had one primary application that each of the campuses share. The cost of an essay is dependent upon the quantity of effort the writer has to exert. Generally, one particular essay can become your individual statement for different applications. Two new essay options are added, and a number of the previous questions are revised. Begin by drafting a response to one of the essays in the very first category. Essay on the best way to change a tire. Writing a health school essay. The prompt for this essay clarifies that even when you don't have an exceptional story to tell, you still need to don't hesitate to select this topic. Instead, you've got to realize that inside this essay, like in the rest of the essays, the how matters far more than the what. At our essay assistance, essays are always delivered in a brief moment. Really, the application essays are a lot closer to a quick story. Make your essay appear much better. This essay would like to know whether this mindset of out-of-the-box-ness is something you're already comfortable with. How to compose a dystopia essay. The very first portion of this essay is all about problem-solving.

Human Diversity Islam, Santería and Judaism Essay

The topic I chose to write about that interest me the most is religion. I chose religion because there are lots of differences when it comes to religion and cultures. I felt it was important to acknowledge three religions that our practiced today. The religion groups I chose to discuss in my paper are the Muslims, Santeria and Judaism . Lets begin with Muslims. A Muslim can be defined as a believer in or follower of Islam. The word Muslim is an Arabic word that means one who submits to God. The holiest book for the Muslims is called the Koran. Muslims worship in a mosque and are led by an ayatollah. They do not eat pork products. Any meat must come from a herbivorous animal that has been slaughtered by a Muslim. Muslim women cover†¦show more content†¦The second ritual medio asiento the person goes through consultation with a santero to discuss the persons past, present and future life. The third ritual is called receiving the warrior. In this ritual the person receives objects from their babaalawo that represent the warriors. The last ritual is asiento (ascending the throne). This is the most important and secretive ritual in santeria. This is when a person wears all white clothes. In this religion drums are only used by men and must be treated with respect. For example, dancers must never turn their backs towards the drums while dancing, it is considered disrespectful (Robinson, 2009). Last but not least, Judaism comes from the Hebrew word Yehudah meaning Judah. It is the religion and way of life for the Jewish people. Judaism is considered to be the oldest religion. The Hebrew Bible is called the Torah. A synagogue is their place of worship and their services are led by a rabbi. You can be born Jewish or you can convert. There are 14 million Jews worldwide. About 42% are in Israel and about 42% are in the U.S. The remaining Jews are spread worldwide. The spoken language of the Jews is Hebrew. Men wear a small beanie on their head called a kippa while praying, eating or saying blessings. Jews have kosher diets. They can eat chicken and turkey but not pig. The Jewish religion celebrates their own holidays and special days such as Passover, Yom Kippur and Hanukkah. Imagine receiving