With the goal of continuing to share announcements regarding some of the exciting work underway at IPeople and to provide ongoing education, we are excited to send our second edition of IPeople's newsletter. We are committed to providing value to you and we are working hard to make a number of forums available in order for you to receive updates and additional information, including:
For the last 14 years, IPeople has worked with a big goal in mind... our mission has been to improve the quality and efficiency of your experience with your MEDITECH data. While we will always be committed to this effort, IPeople has also branched out to other HCIS systems, including Epic. We are not just for MEDITECH! Whether you are staying with your current HCIS system, migrating to MEDITECH 6.x, or migrating to another HCIS system, please know that IPeople is here to help with your data needs.

I would like to take this moment to thank you for being a loyal and dedicated customer. We are truly blessed to work with so many amazing people... thank you!

Jenny Blue
Partner and CEO 
In This Edition:
  • Message from the CEO
  • Solution Highlight... Migration Strategies
  • Product Owner Corner
  • Account Management Corner
  • News
  • Exciting Development Efforts are Underway
  • Lean and Healthcare
Stephen Jones is IPeople's new Vice President of Operations

IPeople's new release of IPeople Direct and IPeople Scout is available now!

IPeople provides a series of blogs on how lean can benefit your organization. Join us at: to learn more!
Learn more about how we can help with your migration needs at
You don't migrate systems every day, but the IPeople experts do! Your IPeople team will provide the consultative strategy and resources needed to ensure successful migration of your EHR system.  Let us take care of your data while you take care of your patients!

Common challenges to consider during your migration:

  • Patient care and safety can be compromised if historical data from legacy systems is not easily accessible
  • Various learning curves interrupt workflow and are time consuming
  • Organizations can continue paying high maintenance costs for their previous HCIS system in order for historical data to be accessible
    • Average cost of 3 Magic sites maintaining a legacy system is $23,000/month/site
    • Hardware and labor costs in support of a migration to a new HCIS can be high. Many organizations see costs between $50K and $100K for server room renovations, new equipment, and upgrades.
  • Narrowed amounts/types of data imported into new systems forces users to access multiple systems for a 'full picture'.
    • Seek clarification on terms used such as 'standard' versus 'all' when discussing what data will be transitioned to the new HCIS
    • Understand what will be archived versus populated into the new EMR
    • Understand how account numbers and medical record number's will be transitioned
  • Integration needs are often not considered up front and can impact the overall migration timeframe and can result in unexpected costs
  • Reporting presents new challenges as the staff has to learn new reporting solutions and has to discover where data will reside versus where it used to reside
  • Downtime strategies should be considered and planned for in support of the migration
    • There will be a downtime when the migration to the new HCIS system occurs: anticipate approximately 8-10 hours for Magic to 6.x conversion, anticipate another 8-10 hour for 6.x to 6.1
    • Downtimes typically occur for scheduled maintenance and upgrades occur on a monthly and quarterly basis: 3 to 5 hours average
Remember, a good migration strategy can avoid compromising patient safety, increase staff efficiency, and reduce server maintenance costs. IPeople provides an extensive tool-set of migration strategies for a seamless transition.

"The migration of our historical data was a seamless process and went smoother than ever expected. IPeople has been a key player in the migration from MEDITECH to the network's Epic HCIS. The IPeople team was well organized, very knowledgeable, and provided a thoroughly audited conversion process. Having the confidence in the data was essential for our team and IPeople delivered on that repeatedly."

-Kevin Durland, Asante Ashland Community Hospital
By Wes Wagner, CSPO
Certified Scrum Product Owner / Data Continuity & Migration
Our goal for our Offline Suite is "provide a seamless transition from live-to-downtime-back to-live scenarios".  The ultimate outcome for any downtime solution is that your patients continue to receive the same quality of care regardless if your HCIS is live or down.  If we assist you in this cause, we have succeeded as a solution provider.
With that in mind, I am excited to announce our latest IPeople Offline upgrade.  As of the end of 2016 Q3, we will now have the ability to access information from multiple systems through our Offline Views solution.  You will have the capability to have all historical information available at your fingerprints during your planned and unplanned downtimes in a single application.  This includes migrated systems, third party systems, multiple versions of your HCIS, etc. 
Feel free to contact me at for additional information.  Thank you and I look forward to hearing from you. 
By Theo Vaughn
Account Manager 
IPeople relies on you. Our customer. Our users. Our stakeholders. IPeople has accomplished many great things over the past 14 years that could not have been done without you. As a company, we have seen tremendous growth and function of our products and services. We would like to thank you.
We would like to thank Princeton Community Hospital for assisting us in a case study, explaining how IPeople products assisted them in reducing their time spent on documenting deficiencies by 50% by automating this process instead of manual data entry. This allowed for the staff to focus on providing care for the people of Southern West Virginia instead of spending time on tedious manual procedures. We would also like to thank Charity at Good Shepard in Hermiston Oregon for telling us how happy she is with the teamwork and quality of our support team. Our goal is to provide excellent service and support to our customers... your feed-back is greatly appreciated!

Vendor relationships are an integral part of what IPeople does and we greatly value these partnerships. For years, we have worked very closely with Experian Health and many other vendors. Catawba Valley recently told us how much it means to them when vendors show the level of interest that we do.  Thank you for the feed-back and thank you to all of the vendors and customers that have given us the opportunity to full-fill your integration needs!
As the Account Manager at IPeople. I wanted to take this moment to personally thank you. Thank you for giving us the opportunity to help you improve the quality of your patient care and thank you for relying on us. If I can be of any assistance to your organization, then please contact me at .
Lewisville, TX
July 19, 2016 
We are excited and proud to announce that IPeople has promoted Stephen Jones to Vice President of Operations. Stephen joined the IPeople team in 2007 and over the years he has helped lead IPeople's integration services, support, and operations. Stephen has over 19 years of experience in the healthcare industry, including 10 years where he served as a system analyst, financial report writer, and network manager for a hospital.

 "Over the years, Stephen has been a tremendous asset to IPeople and has always served as a strong leader with incredible values and skills. In his new role, Stephen will oversee all aspects of operations, help set strategy for the company, implement strategic goals, and ensure vision is communicated effectively throughout the organization. IPeople is always striving to delight our customers and Stephen will play a very important role in our goal for continuous improvement of quality, delivery and support. His strong desire for excellence makes him an incredible asset to both our customers and the IPeople staff."
- Jenny Blue, CEO & Co-Owner
For two years, Stephen has been a member on IPeople's executive team and he will continue to serve on the executive team in his new position. Additionally, Stephen will play an important role in helping set and drive the goals of the organization. We are thrilled to have Stephen as the Vice President of Operations and look forward to seeing what new aspects he will bring to this role.
IPeople Direct 7.3 (Available Now)
This isn't just for MEDITECH anymore!

The IPeople Direct 7.3 version focuses on providing the ability to query multiple systems together and includes many feature enhancements. Enhancements include:
  • Includes tremendous performance improvements, enhanced reliability, and fault tolerance
  • You now have the ability to query other systems, including Epic, along with MEDITECH in order to use ONE driver across the continuum of care
  • New support querying MEDITECH 6.1
IPeople Scout 7.3 (Available Now)
Search. Find. Explore... understanding your systems has never been easier!
The IPeople Scout 7.3 version focuses on enhancing your ability to search, find, and explore your systems effortlessly. Features and enhancements include:
  • Ability to explore your data, meta-data, and more
  • Compare your MEDITECH system to your MEDITECH DR in order to quickly and effortlessly find the information you need in either
  • View 'Smart Joins' to ensure you get the most efficient joining of tables while preventing bad joins from needlessly taxing your system's resources
  • Create reports and grids quickly while combining data across tables, applications, and even systems
  • Export and distribute data
IPeople Script 6.0
Full support for MEDITECH 6.1!
The IPeople Script 6.0 version has been enhanced with full support for MEDITECH 6.1. Enhancements include:
  • Enhanced functionality for reading and interacting with your HCIS system
  • Full support for MEDITECH 6.1
IPeople Echo 4.0
A Whole New Look and Feel!
The IPeople Echo 4.0 version is coming soon! Enjoy the new look and feel as well as full support for additional HCIS systems including MEDITECH 6.1 and Epic. Enhancements include:
  • New look and feel for improved user interaction
  • Tremendous performance improvements and enhanced auto-recovery
  • Additional support for creating data extractions for additional HCIS systems, including Epic and MEDITECH 6.1
IPeople Offline 2.1
Merge your downtime and migration strategies seamlessly!
IPeople's next release of IPeople Offline takes organizations to the next level by offering more power to help merge your downtime and migration solutions... all in one solution. Enhancements include:
  • View critical patient data from multiple HCIS and other systems through one solution
Access legacy data for older visits and access your current HCIS data for newer visits to create one powerful solution addressing both your downtime and migration needs 

Last time we touched on understanding what is lean and how this can benefit healthcare organizations. Now, we will focus more on understanding what it means to create a lean culture and leadership's role in lean. There are two things that must happen to succeed at becoming a lean organization:
  • Leadership: Those at the very top must lead this change. Strong commitment and inspiring leadership from senior leaders is essential to the success! The leaders must be aligned in the vision and understanding of lean.
  • Culture: A lean culture is the backdrop against which lean tools and techniques are implemented. A culture must be created where all employees feel a part of the process for continuous improvement.
Let's take a moment to take a look at the differences between a traditional culture and a lean culture. It truly is a shift in thinking about how teams work together and how leaders lead.
To have a lean culture, it must start with leadership and the behaviors that leadership exhibits. To succeed, the commitment to lean must start at the very top of the organization. As a result, it is important to understand leadership's role in lean.
1. Know how the business serves the customer
  • Understand what customers want, need, and what will delight them
  • Always be thinking of how to bring more value to the customer
2. Build ability in the people
  • Encourage problem solving through root cause analysis 
  • Ask open-ended, probing questions
  • Leadership should not solve the problems but lead the teams to solve the problems. People believe more in a solution if they help create and implement the solution.
3. Be engaged and on the floor ("Go See" Management)

Before you comment on the state of an operation, you must "go see" for yourself. Do not rely on what others tell you. All people see through a different set of eyes, have different priorities, and different perspectives.
  • A leader should spend a significant portion of their time "in the gemba" (where the work is being done)
  • Leaders must observe processes themselves and draw conclusions based on their observations
  • Leaders talk to the people actually doing the work.... remember, they are the people who truly know what is going on and where problems exist.
4. Change the mentality from problem-hiding to problem-solving
  • All actions should revolve around planning and problem-solving
  • It should be assumed that there will be problems, that everything will not go according to plan
  • No problem is problem
  • For the system to work, problems must be exposed and dealt with forthrightly
  • Hiding problems will undermine the system
  • Leaders should not start by asking who but should instead ask why. Don't jump to conclusions or solutions... first try to size up the situation and then ask "Why?"
5. Show a continuous improvement mindset
  • Challenge the status quo
  • Understand that there is always room for improvement and nothing is perfect
  • Understand that the customer's needs change... what may delight the customer today may not be what is needed tomorrow
  • Put in the time to continue learning lean and to continue improving processes (improve upon improvements): Kaizen Events, 5 S's, Visual Management
6. Create a culture to sustain improvement
  • Identify and encourage lean behaviors
  • Find the lessons in every failure. Remember, blame does not foster improvement
  • Respect and improve standards... improve upon improvements

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