ADAA Journey
رحلة الأداء
Care at the Heart of Every Journey. كل قسم… رحلة واحدة. والرعاية في قلب كل رحلة.
من حركة المريض إلى معرفة تشغيلية تدعم القرار.
ADAA Journey v1.0 · Repository baseline
fe1da7a0PART · الجزء
The Executive Case
Written for health-holding and health-cluster leadership: what ADAA Journey is, what it gives a cluster, how it protects patient data, and how it can be adopted safely — starting with one hospital.
لقيادات الصحة القابضة والتجمعات الصحية: ما هي «رحلة الأداء»، وماذا تقدّم للتجمع، وكيف تحمي بيانات المرضى، وكيف تُتبنّى بأمان بدءًا من مستشفى واحد.
Executive summary · الملخص التنفيذي
One Operational Truth, from the Bedside to the Cluster
ADAA Journey turns the movement of care into the intelligence needed to manage it. رحلة الأداء تحوّل حركة الرعاية الصحية إلى معرفة تشغيلية تساعد على إدارتها وتحسينها.
Health clusters are accountable for the performance of many hospitals, yet the information that reaches the CEO's desk is usually assembled by hand, weeks after care has happened, using definitions that differ from one hospital to the next.
ADAA Journey is a bilingual operational-performance platform that captures each patient's journey at the point of care — the moment a patient enters an operating room, a triage decision is made, an ICU bed is released, a specimen is received — and turns those governed timestamps into department operations, hospital performance and cluster-level aggregate intelligence.
The numbers a cluster leader sees are trustworthy because they are built from the clinical source: safety checkpoints in the surgical sequence, readiness and departure in the ICU, disposition and departure in the ED — each stamp time-stamped, attributed and correction-controlled.
تُسأل التجمعات الصحية عن أداء عدد من المستشفيات، لكن المعلومة التي تصل إلى مكتب الرئيس التنفيذي تُجمع غالبًا يدويًا وبعد أسابيع من تقديم الرعاية، وبتعريفات تختلف من مستشفى لآخر.
«رحلة الأداء» منصة ثنائية اللغة للأداء التشغيلي تلتقط رحلة كل مريض عند نقطة الرعاية — لحظة دخوله غرفة العمليات، وقرار الفرز، وإخلاء سرير العناية، واستلام العينة — ثم تحوّل هذه الأختام المحوكمة إلى تشغيل للأقسام وأداء للمستشفى ومعرفة مجمّعة على مستوى التجمع.
والأرقام التي يراها قائد التجمع موثوقة لأنها مبنية من المصدر السريري نفسه: وقفات السلامة الجراحية، وجاهزية ومغادرة مرضى العناية، وقرار ومغادرة مرضى الطوارئ؛ وكل ختم موثّق بالوقت والمنفّذ وخاضع لضوابط التصحيح.
1See now رؤية الآن
Rooms, beds, queues, devices and delays — live, per hospital.
2Trust the number ثقة بالرقم
Numerator, denominator, coverage, versioned definition, locked submission.
3Govern the cluster حوكمة التجمع
Compare hospitals on common definitions without exposing patients.
Document map · خريطة الوثيقة
Three Parts, One Argument
Part I
The Executive Caseالرؤية التنفيذية
Summary, the problem, vision & mission, the connected ecosystem, cluster intelligence, access pyramid, security & evidence, pilot model.
Part II
Clinical & Operational Proofالإثبات السريري والتشغيلي
Time horizons, the journey as truth, seven departments with real screens, KPI engine, bottlenecks and case timelines.
Part III
Technology & Adoptionالتقنية والتبنّي
Architecture, interoperability, demo vs staff access, design principles, closing statement.
main: engineering documentation, access-control code, KPI catalogue, release audit) and the running application's public demonstration, from which every screenshot was captured. All screenshots contain synthetic data only.
Implemented Extensible Future pathway Public demo Illustrative
Why this matters
The Healthcare Operational Challenge
Care unfolds minute by minute. Management information is often assembled days or weeks later. A cancelled surgical case is known immediately to the room team, yet the pattern of cancellations reaches leadership only when spreadsheets are consolidated. An ICU patient may be ready to transfer while the capacity consequence stays hidden. An ED wait may grow for hours before a monthly average reveals it.
تتحرك الرعاية دقيقةً بدقيقة، بينما تُجمع المعلومة الإدارية بعد أيام أو أسابيع. يعلم فريق الغرفة فورًا بإلغاء العملية، لكن نمط الإلغاءات لا يصل إلى القيادة إلا بعد تجميع الجداول. وقد يكون مريض العناية جاهزًا للنقل بينما يبقى أثر ذلك على السعة خفيًا، وقد يطول انتظار الطوارئ ساعات قبل أن يكشفه المتوسط الشهري.
Common operational challengesتحديات تشغيلية شائعة
Retrospective reportingتقارير بأثر رجعي
- Delayed monthly KPI reporting
- Fragmented Excel sheets and manual calculations
- Different definitions or reporting periods across units
- Decisions based on history rather than current state
Invisible flowتدفق غير مرئي
- Hard to know where a patient is right now
- Delays seen only after they occurred
- Bottlenecks identified at month-end
- No unified hospital operational picture
Unmeasured capacityطاقة غير مقاسة
- OR idle capacity and late first cases
- Surgical cancellation patterns
- ICU bed pressure; physical vs staffed beds
- Diagnostic device downtime
Patient-flow barriersعوائق تدفق المرضى
- ED congestion and boarding
- Delayed discharge after readiness
- Outpatient waits and no-shows
- Laboratory turnaround issues
Data trustالثقة في البيانات
- Incomplete operational data
- Missing numerator/denominator evidence
- Zero shown as “good” when nothing was measured
- No trace from KPI back to events
Cluster oversightإشراف التجمع
- Difficult cross-hospital comparison
- Different local calculations
- Tension between oversight and patient privacy
- Limited visibility of expensive resources
Two information flowsمساران للمعلومة
Traditional
Data is collected to create a report.
تُجمع البيانات لإعداد تقرير.
ADAA Journey
The journey itself creates the operational evidence.
الرحلة نفسها تصنع الدليل التشغيلي.
Foundation · الأساس
Vision, Mission and Strategic Purpose
See the whole journey of care
To enable healthcare organizations to see the complete operational journey of care — from individual patient movement to hospital and health-cluster performance — in a timely, measurable and actionable form.
تمكين المنشآت الصحية من رؤية الرحلة التشغيلية الكاملة للرعاية — من حركة المريض إلى أداء المستشفى والتجمع الصحي — بصورة آنية قابلة للقياس ومحوّلة إلى قرار.
Turn events into trusted intelligence
To transform healthcare operational events into trusted, timely and actionable performance intelligence that supports safer care, better patient flow, stronger accountability and smarter use of healthcare resources.
تحويل الأحداث التشغيلية إلى معرفة أداء موثوقة وآنية وقابلة للتنفيذ، تدعم رعاية أكثر أمانًا وتدفقًا أفضل للمرضى ومساءلة أقوى واستخدامًا أرشد للموارد.
More than a dashboard
Journey capture + operational workflow + performance intelligence + data governance + leadership visibility — in one model, from department to cluster.
التقاط الرحلة + سير العمل التشغيلي + ذكاء الأداء + حوكمة البيانات + رؤية القيادة — في نموذج واحد من القسم إلى التجمع.
Strategic objectivesالأهداف الاستراتيجية
Bring measurement close to the source of care.
Reveal delay while it can still be acted on.
Convert rooms, beds, sessions and devices into care.
Numerator, denominator, coverage and version.
Sequence, completeness and correction control.
Every event attributed; nothing silently rewritten.
Declared periods and immutable submissions.
Aggregate comparison, privacy preserved.
The platform · المنصة
A Command Center, Not Seven Dashboards
Every department keeps its own specialised workflow. All of them share one journey model, one access model, one validity rule and one color language.
يحتفظ كل قسم بسير عمله المتخصص، وتشترك جميعها في نموذج رحلة واحد، ونموذج صلاحيات واحد، وقاعدة صلاحية مؤشرات واحدة، ولغة ألوان واحدة.
- Shared patient identity — internal Laboratory and Radiology requests use the same patient id; identity is not re-typed.
- Internal handoffs — requested → accepted → ready → completed, without cross-department raw access.
- Common governance — hospital + department scope on every clinical table.
- One leadership picture — the same stamps feed the department board, hospital KPIs and cluster aggregates.
Hospital command view
One Hospital. Multiple Journeys. One Operational Picture.
ADAA Journey is one operational ecosystem. Each department has its own specialised workspace; together they give the executive team a consistent way of seeing the hospital — the same journey logic, the same color semantics, the same validity rules, the same access model.
«رحلة الأداء» منظومة تشغيلية واحدة؛ لكل قسم مساحة عمل متخصصة، وتمنح معًا فريق القيادة طريقة موحّدة لرؤية المستشفى: منطق الرحلة نفسه، ودلالات الألوان نفسها، وقواعد الصلاحية نفسها، ونموذج الوصول نفسه.
A cross-department leadership view over the synthetic cohort: recorded visits, patients in view, indicators within range and outside target, six-month trend, indicator status ring, and activity across OR, ED, ICU, IP, OPD and Radiology.
Shows how journey events can roll up into one leadership picture with period, facility and department filters.
hospital_leader) carries access across departments of their hospital. The executive picture is therefore built from the same governed sources rather than from separate spreadsheets.
The ADAA Journey model
Patient → Department → Hospital → Cluster
Patient Journey
رحلة المريض- Ordered stations
- Timestamps with actor
- Current state & next action
Department Operations
تشغيل القسم- Rooms, beds, devices, clinics
- Queues and workload
- Data-quality worklists
Hospital Performance
أداء المستشفى- KPI engine & reporting periods
- Utilization & capacity
- Locked submissions
Health-Cluster Intelligence
ذكاء الأداء على مستوى التجمع- Hospital comparison
- Aggregate KPIs only
- No unrestricted PHI
One event. Multiple levels of intelligence.حدث واحد… ومستويات متعددة من المعرفة
A nurse records Patient in OR once. That single stamp becomes part of the patient's timeline, changes the room's state on the board, starts the room-occupancy interval, contributes to the elective-utilization numerator when the case is in the eligible cohort, appears in the reporting period's evidence, and — as an aggregate only — in the cluster comparison.
تسجّل الممرضة «دخول المريض غرفة العمليات» مرة واحدة، فيصبح هذا الختم جزءًا من خط رحلة المريض، ويغيّر حالة الغرفة على اللوحة، ويبدأ فترة إشغالها، ويدخل في بسط مؤشر الاستغلال عندما تكون الحالة ضمن الفوج المؤهل، ويظهر في أدلة فترة التقرير، ثم في مقارنة التجمع بصورة مجمّعة فقط.
Cluster intelligence · ذكاء التجمعات
Health Cluster Intelligence
For a health-holding company and its clusters, the value is comparison on common definitions: which hospital is under pressure, where capacity is lost, and whether performance is improving — without moving patient-level data out of the hospital that cares for the patient.
قيمة المنصة للصحة القابضة وتجمعاتها هي المقارنة على تعريفات موحّدة: أي مستشفى تحت الضغط؟ أين تُهدر الطاقة؟ وهل يتحسن الأداء؟ — دون نقل بيانات المرضى خارج المستشفى الذي يعالجهم.
Aggregate by constructionمجمّع بطبيعته
The cluster network screen sums each hospital's numerator and denominator into a cluster total; raw identifiers and journey rows are never sent. Implemented
Same definitions everywhereتعريفات موحّدة
Every hospital is calculated with the same versioned KPI logic and its own declared reporting period.
Aggregate-only leadershipقيادة بصلاحية مجمّعة
The cluster_leader role cannot operate departments, open clinical screens or manage patient identity. Implemented
Cluster intelligence
Comparing Hospitals — Illustrative Cluster Table
Illustrative cluster scenario · سيناريو توضيحي Fictional hospitals and values — not official benchmarks, not real performance.
| Aggregate measure | Hospital A | Hospital B | Hospital C | Hospital D | Cluster |
|---|---|---|---|---|---|
| Elective OR utilization (KPI 1) | 71% | 58% | 66% | N/A · no eligible denominator | 65% Σnum ÷ Σden |
| Surgical cancellation (KPI 2) | 14% | 27% | 11% | Provisional | — |
| ED median door-to-physician | 34 min | 52 min | 29 min | 41 min | — |
| ICU operational occupancy (staffed beds) | 88% | 96% | 74% | 91% | — |
| Outpatient no-show share | 12% | 18% | 9% | Provisional | — |
| Radiology downtime episodes (month) | 1 | 4 | 0 | 2 | 7 |
What the cluster learnsما يستخلصه التجمع
Hospital B combines lower OR utilization, higher cancellations, longer ED waits, near-full ICU and more imaging downtime — a flow problem worth a joint review. Hospital D shows N/A and Provisional: a data question, not a false alarm.
What the cluster does not seeما لا يراه التجمع
No patient names, MRNs, case identifiers, surgeon names or journey rows. Drill-down to individual journeys happens inside the hospital, by its authorized staff.
Synthetic comparison across three demo hospitals: scheduled cases and completed room journeys per facility.
Demonstrates the cluster-level aggregate lens; in production the cluster network screen receives server-side aggregates only.
Roles & access · الصلاحيات
The Access Pyramid: Everyone Sees What They Are Responsible For
Access is derived only from persisted role, hospital assignment, department assignment and active status — never from a job title typed into a screen. The database enforces it; the interface simply never shows a screen that would refuse the user.
| Technical role | Institutional meaning |
|---|---|
room_nurse | OR room nurse — captures stations |
coordinator | Department coordinator |
or_supervisor | OR supervisor — operations + reporting |
quality_reviewer | Quality & patient-safety reviewer |
hospital_leader | Hospital director / executive |
cluster_leader | Cluster leadership — aggregate only |
operations_admin | Platform operations — no clinical access |
Capability matrixمصفوفة القدرات
| Capability | Dept staff | Supervisor / Quality | Hospital leader | Cluster leader | Ops admin |
|---|---|---|---|---|---|
| Operate patient journey | ✓ | ✓ | ✓ | ✗ | ✗ |
| Reporting review & exports | — | ✓ | ✓ | aggregate | ✗ |
| Cluster aggregate view | — | — | — | ✓ | ✗ |
| Approve staff access | — | — | ✓ | ✓ | ✗ |
| Patient identity correction / merge | — | — | ✓ | ✗ | ✗ |
| Operations control center | — | — | — | — | ✓ |
Roles & access
Account Lifecycle and Scoped Access
An account alone never opens patient data: an active-account guard runs before any department workspace opens. Implemented
| User | Hospital A · ED | Hospital A · ICU | Hospital A · OR | Hospital B · any |
|---|---|---|---|---|
| ED nurse, Hospital A | ✓ operate | ✗ | ✗ | ✗ |
| ICU coordinator, Hospital A | ✗ | ✓ operate | ✗ | ✗ |
| Hospital leader, Hospital A | ✓ | ✓ | ✓ | ✗ |
| Cluster leader | aggregate | aggregate | aggregate | aggregate |
What each leader receivesما يحصل عليه كل قائد
Security & data governance · الأمن والحوكمة
Governed from the Moment of Entry
Authentication & approvalالمصادقة والاعتماد
Email/password or Google; email confirmation; leadership approval before any access.
ImplementedRow-Level Securityأمان مستوى الصف
PostgreSQL RLS on current raw clinical tables, scoped by hospital and department; bypass paths covered by behavioral tests.
ImplementedServer-mediated actionsعمليات عبر الخادم
Mutations through guarded functions; aggregate analytics executable only by the server; no service credential in the browser.
ImplementedSequenced, late-controlled stampsأختام متسلسلة ومضبوطة
Next-station-only capture; late entries require a reason; corrections preserve the original record.
ImplementedPHI access loggingسجل الوصول للبيانات المحمية
Server-side audit of access to sensitive screens; recurring boards use short public codes instead of MRNs.
ImplementedImmutable submissionsتقديمات غير قابلة للتعديل
Locked official KPI submissions never change; corrections create a new revision.
ImplementedThe evidence chain — from executive KPI back to the eventسلسلة الأدلة — من مؤشر القيادة إلى الحدث
Tracing to individual journeys happens inside the hospital, by authorized roles; the cluster sees steps 1–3 only. يتم التتبّع إلى الرحلات الفردية داخل المستشفى وبالأدوار المخوّلة فقط، ويرى التجمع الخطوات ١–٣.
Security & data governance
Performance Is Only as Trustworthy as the Data Behind It
Validation findings on the journey dataset — for example two stations sharing an identical timestamp.
Data problems are surfaced to the team before they silently distort an indicator.
Findings per patient — review overdue, expected stay missing, barrier overdue — with status and a direct “Open” action.
Turns data quality into a worklist rather than a month-end surprise.
Adoption · التبنّي
A Phased, Governed Pilot
Government and holding-company institutions prefer measured, staged adoption. ADAA Journey can demonstrate value without waiting for deep integration with every legacy system. A proposed pathway — not a regulatory requirement:
Operating Roomsغرف العمليات
- Deepest KPI engine; Ministry definitions
- Room utilization, first case, cancellations
- Efficiency of a high-cost resource
Critical flowالتدفق الحرج
- ICU staffed capacity & transfer barriers
- ED census, waits, boarding
- Ward readiness and discharge
Diagnostic & ambulatoryالتشخيص والعيادات
- ADAA's own Lab, Blood Bank, Radiology and Outpatient modules
- External LIS/RIS/HIS links only where approved Future
Cluster scale-upالتوسع على مستوى التجمع
- Additional hospitals, same definitions
- Cluster aggregate comparison
- Periodic leadership review
Pilot success criteriaمعايير نجاح التجربة
| Dimension | How it is evidenced |
|---|---|
| Workflow fit · ملاءمة سير العمل | Stamps captured at the event; staff feedback; time per stamp |
| Data quality · جودة البيانات | Missing and late entries decline week on week |
| KPI accuracy · دقة المؤشرات | Parallel comparison with the current manual monthly report |
| Operational value · القيمة التشغيلية | Delays and idle capacity identified during the month, not after it |
| Governance · الحوكمة | Access approvals, scope and audit reviewed by the hospital |
PART · الجزء
Clinical & Operational Proof
Written in the language of consultants, medical directors, nursing and quality leaders: how each department's journey is captured, what the screens show, and why the resulting indicators can be trusted.
بلغة الاستشاريين والمديرين الطبيين وقيادات التمريض والجودة: كيف تُلتقط رحلة كل قسم، وماذا تعرض الشاشات، ولماذا يمكن الوثوق بالمؤشرات الناتجة.
Current platform coverage
Seven Clinical Areas, One Model
The public entry point of ADAA Journey: every clinical area has two clearly separated doors — “Try Demo” (synthetic, no account) and “Staff sign in” (approved, hospital-scoped access).
Leadership can evaluate the complete product without an account, while real operational access is never one click away from a demo.
| Areaالمجال | Production journey (repository)رحلة الإنتاج | Key boundaryحدّ مهم |
|---|---|---|
| Operating Room · غرف العمليات | 12 stations S01–S12, rooms, schedule, waiting list, follow-up, Ministry KPI engine, locked submissions, PHI-free public wallboard | Wallboard returns room-state aggregates only |
| Emergency · الطوارئ | Five-stamp journey: arrival, triage, first clinical review, disposition decision, departure; internal diagnostics; destination handoff | Destination readiness comes from an accepted handoff |
| ICU · العناية المركزة | Five-station journey, beds, daily snapshot, barriers, staffed occupancy, operational analytics | Risk/HR-dependent metrics need external sources |
| Inpatient · التنويم | Journey, daily ward flow, beds, EDD, LOS bands, barriers, aggregate analytics | O07/O08/O14/O18 remain definition-pending |
| Outpatient · العيادات | Journey, pathways, referrals, waiting lists, sessions/capacity, analytics | Official outpatient KPI set definition-pending |
| Radiology · الأشعة | Journey, capacity, downtime, critical-result workflow, analytics | Live RIS/PACS and approved threshold external |
| Laboratory · المختبر | Order → specimen → received → result-released journey, critical results, analytics | Result content stays in the LIS |
| Blood Bank · بنك الدم | Inventory, request, crossmatch/reserve, issue, analytics | Bedside transfusion stays in the clinical EHR |
Source: repository release audit (Phase S). Laboratory and Blood Bank share one gateway workspace while their workflows and authorization boundaries remain distinct.
Time horizons
Real-Time → Daily → Monthly → Strategic
NOWالآن
- Patient location & journey state
- Room / bed / device status
- Queues and active waits
- Current workload
TODAYاليوم
- Arrivals, departures, completions
- Scans, cases and reports today
- Daily ward status & reviews due
- Daily ICU snapshot
REPORTING PERIODالشهر / فترة التقرير
- KPI value, numerator, denominator
- Missing data & coverage
- Validity status
- Locked submission
STRATEGICالاستراتيجي
- Trends across periods
- Cross-hospital comparison
- Capacity planning
- Improvement priorities
| Horizon | Operational use | Examples in ADAA Journey |
|---|---|---|
| Now · الآن | Intervene while care is happening | OR room board; ED census by state; ICU bed map; radiology live imaging floor; outpatient journey board |
| Today · اليوم | Run the day; clear bottlenecks | Today's patient flow (IP); scans today (RAD); today's appointments & completions (OPD); arrivals/departures today (ED) |
| Period · الفترة | Govern, report, compare | Declared reporting periods; monthly reports; KPI cards with evidence; immutable OR submissions |
| Strategic · الاستراتيجي | Plan and improve | Six-month trends (demo command center); cluster network comparison |
The horizons are connected, not separate systems: the stamp that turns a room red at 08:40 is the same stamp that appears in the monthly utilization numerator — and the same one a quality reviewer can trace back.
هذه الآفاق مترابطة وليست أنظمة منفصلة: فالختم الذي يغيّر حالة الغرفة الساعة ٨:٤٠ هو نفسه الذي يظهر في بسط مؤشر الاستغلال الشهري، وهو نفسه الذي يستطيع مراجع الجودة تتبّعه.
Signature principle
The Patient Journey Is the Source of Performance Truth
At month-end, the question is
“What happened?”
«ماذا حدث؟» — في نهاية الشهر
With ADAA Journey, the record already says
“Here is what happened, when, where, and in which journey.”
«هذا ما حدث، ومتى، وأين، وفي أي رحلة» — مسجّل أثناء الرعاية
Journey diagrams by departmentمخططات الرحلة حسب القسم
| Department | Journey stages (production) | Downstream intelligence |
|---|---|---|
| OR | S01 Called → S02 Holding → S03 Sign-In → S04 In OR → S05 Anesthesia → S06 Time Out → S07 Incision → S08 Closure → S09 Sign-Out → S10 Out → S11 Recovery In → S12 Recovery Out | Occupancy, turnover, first case, utilization, cancellation, day-surgery family |
| ED | Arrival → Triage → First clinical review → Disposition decision → Departure | Door-to-physician, decision-to-departure, LOS, completeness |
| ICU | Request → Decision → Arrival to bed → Transfer readiness → Departure | Decision time, bed wait, staffed occupancy, bed-hours after readiness |
| Inpatient | Admission requested → Ward arrival → Consultant review → Discharge ready → Discharge order → Physical departure | Admission wait, LOS bands, EDD variance, readiness-to-departure |
| Outpatient | Scheduled → Arrival → Preparation → Ready → Consultation → Checkout | Arrival-to-consultation (mean, P90), cycle time, no-show share |
| Radiology | Order → Arrival → Scan start → Scan complete → (Critical → Communicated) → Report released | Order-to-scan, scan-to-release, utilization, critical communication time |
| Laboratory | Order → Collected → Received in lab → Result released | TAT segments, rejection, critical communication |
| Blood Bank | Request → Crossmatched / reserved → Issued | Request-to-issue, C/T ratio, inventory states |
Each timestamp can serve as evidence for the individual journey, waiting time, department workload, operational delay, resource utilization, KPI calculation and reporting — simultaneously.
Department 01 · OR
Operating Room
From surgical planning to recovery.
The deepest module of ADAA Journey: a twelve-station surgical journey captured in the room, a room board, scheduling, waiting list, follow-up, surgeon timing, data quality, the Ministry OR KPI engine with verbatim definitions, reporting periods and immutable locked submissions.
The surgical journey — S01 to S12رحلة المريض الجراحية — ١٢ محطة
Only the next unresolved station can be stamped. A late stamp requires a reason; a correction preserves the original record. From these stamps the platform derives room occupancy (S04→S10), surgical time (S07→S08), turnover between cases, anesthesia and recovery intervals, first-case start and the room's live state. Implemented
لا يُتاح إلا ختم المحطة التالية غير المسجلة، ويتطلب الختم المتأخر سببًا، ويحافظ التصحيح على السجل الأصلي. ومن هذه الأختام تُشتق مدة إشغال الغرفة، وزمن الجراحة، والفاصل بين الحالات، وفترات التخدير والإفاقة، وبدء الحالة الأولى، والحالة الحية للغرفة.
One card per theater: room status (Scheduled, Surgery in Progress, Closure Complete), current procedure and patient reference, last event and time since it, next case, cases done, room occupancy and turnover — all derived from captured stamps only.
The OR Director sees which rooms are working, idle or turning over right now, without a phone round.
Operating Room
Tracking and Room Capture
Every active surgical case with its twelve-station strip: Patient Called, Arrived Holding, Sign-In, Patient in OR, Anesthesia Start, Time Out, Knife on Skin, Skin Closure Complete, Sign-Out, Patient Out, Recovery In, Recovery Out.
The exact phase of each patient is visible across the surgical suite — the foundation for delay detection, utilization and turnover.
The in-room capture screen for a live case. Only the next unresolved station is offered; completed stations show their time. Safety checkpoints (Sign-In, Time Out, Sign-Out) are part of the sequence.
Capturing the event at the moment it happens is what makes the downstream KPI trustworthy — no retrospective re-typing.
Operating Room
Schedule, Waiting List and Follow-up
The daily OR schedule by room: time, room, case code, procedure and pathway (elective, day surgery, emergency).
The pathway attribute is what allows elective utilization, day-surgery and cancellation indicators to use the correct cohorts.
Cases not yet started in the schedule, grouped by room with procedure and planned time.
Makes the queue visible before it becomes a delay.
Post-discharge follow-up states for day-surgery cases (in progress / completed).
Supports the day-surgery unplanned-admission indicator with documented outcome evidence.
Operating Room
Ministry OR Indicators — with Evidence
The OR KPI catalogue reproduces the definition text verbatim from the owner-approved reference workbook Data Collection – OR – August2026-V2.25, including official performance bands. The platform does not change formulas, targets or bands; where the source itself is ambiguous at an exact boundary, the ambiguity is documented rather than resolved by invention. Implemented
| KPI | Indicatorالمؤشر | Evidence basis (summary) | Status |
|---|---|---|---|
| KPI 1 | % Elective OR Utilizationنسبة استغلال غرف العمليات الاختيارية | Occupied wheels-in→wheels-out within standard hours ÷ functional rooms × 8 h × working days; emergency excluded | Approved · bands |
| KPI 2 | % Surgical Cancellation Rateنسبة إلغاء العمليات | Elective cancellations after 3 PM of previous working day ÷ scheduled elective cases | Approved · bands |
| KPI 3 | % of Elective Surgeriesنسبة العمليات الاختيارية | Elective ÷ elective + emergency | Approved · no band |
| KPI 4 | Day of Admission to Day of Surgeryالأيام من التنويم إلى العملية | Surgery day − admission day; inpatient elective; day surgery excluded | Approved · bands |
| KPI 5 | Avg Waiting Time to Second Available Appointmentمتوسط الانتظار لثاني موعد متاح | Weekly specialty snapshots: second available slot − snapshot date | Approved · bands |
| KPI 6.1–6.4 | Day-surgery family: total day surgery, unplanned admission, cancellation, conversionعائلة جراحات اليوم الواحد | Uses the explicit “On MOH Day Surgery list” flag; 6.1 also requires same-day discharge | Approved · bands |
| KPI 7 | % First Case On-Time Startبدء الحالة الأولى في وقتها | Local definition (skin incision ≤ 08:15 Riyadh) | Local-V1 · pending approval — never presented as a Ministry KPI |
Each KPI card shows the value, numerator, denominator, missing cases, coverage, validity status, the verbatim source definition and its version (August2026-V2.25). Official bands appear only when data is complete.
Leadership sees not only the number, but whether it can be trusted — and exactly how it was calculated.
Operating Room
Reporting Periods, Locked Submissions and Surgeon Context
Reporting periodsفترات التقرير
The hospital declares its official reporting window. Working-day denominators come from the declared period — rooms and days with no cases still count as available capacity. Implemented
Immutable locked submissionsتقديمات مقفلة غير قابلة للتعديل
An official submission freezes the evidence. It cannot be edited; a correction creates a new revision. Incomplete approved KPIs block official capture. Implemented
Ministry workbook contractقالب مصنف الوزارة
New official submissions freeze a schema-v2 contract OR-AUG2026-V2.25-A-DL with the exact 116 header cells of the approved workbook; template-only cells without an ADAA equivalent stay blank rather than estimated. Implemented
Public OR wallboardشاشة عرض عامة لغرف العمليات
A PHI-free room-status wall display per facility: room code, status, activity state, cases scheduled today and last activity time — no patient, procedure or surgeon data. Implemented
Median incision-to-closure time per surgeon with specialty and case count (synthetic surgeons).
Operational context for scheduling and list planning — presented as timing evidence, not as a ranking or scorecard.
Synthetic comparison across three demo hospitals: scheduled cases and completed room journeys per facility.
Demonstrates the cluster-level aggregate lens; in production the cluster network screen receives server-side aggregates only.
Validation findings on the journey dataset — for example two stations sharing an identical timestamp.
Data problems are surfaced to the team before they silently distort an indicator.
The approved OR journey dictionary S01–S12 with the three WHO-style safety checkpoints marked.
One shared definition of each event across every room and hospital is the precondition for comparable performance.
Department 02 · ED
Emergency Department
Every minute of emergency care.
Emergency Departments operate on continuous, unscheduled demand with highly time-sensitive flow. ADAA Journey makes the ED visible minute by minute: census by state, waits, disposition and departure — and the data quality behind them.
From these five stamps the production ED journey derives door-to-physician, physician-to-decision, decision-to-departure and door-to-departure (median over the last 24 hours), plus data-quality counts: missing triage, missing clinical review, missing decision, missing departure and late entries. Internal Laboratory/Radiology requests and destination handoffs connect the ED to the rest of the hospital. Implemented
من هذه الأختام الخمسة تُشتق أزمنة: من الوصول إلى الطبيب، ومن الطبيب إلى القرار، ومن القرار إلى المغادرة، ومن الوصول إلى المغادرة، إضافة إلى عدادات جودة البيانات. وتربط طلبات المختبر والأشعة الداخلية وتسليمات الوجهة قسمَ الطوارئ ببقية المستشفى.
“Emergency department, minute by minute”: patients currently in the department, waiting for triage, waiting for physician, awaiting disposition; journeys in progress with elapsed minutes; operational capacity; pending laboratory, imaging and consultation work; today's arrivals, departures and longest wait.
The ED lead sees congestion forming now — not in next month's average.
Emergency Department
Live Tracking and the Visit Journey
Every active ED visit as a card: triage level, pathway, chief complaint, current state (waiting for physician, assessment & treatment, awaiting disposition) and minutes in department.
Long waits and stalled decisions stand out immediately.
A single visit: minutes in ED, current status, the recorded stations (arrival, first triage with CTAS level) and the next actions — triage, clinical review, tests/consultation, disposition, handover.
Each stamp becomes evidence for door-to-triage, door-to-physician and length-of-stay indicators.
Emergency Department
Zones, Queue and Performance
ED zones (resuscitation, observation, pediatric, obstetric) and bed status — occupied or available — with the current patient.
Space and flow pressure in one view.
Patients waiting for triage or physician, with priority, pathway, status and waiting minutes.
The front door of the ED, ordered by what needs action first.
Versioned ED indicators (ED-KPI-01…08) such as time to triage, time to physician, left without being seen, length of stay, 72-hour return, patient satisfaction and ED mortality — each with target, sample size and a status label (Met / Partial result / Not met / No data).
Shows the principle that an indicator without data is labelled “No data” — never a green zero.
Department 03 · ICU
Intensive Care Unit
A clear view of critical care.
ICU capacity is the hospital's most constrained resource. ADAA Journey does not turn the ICU into another clinical documentation system; it follows the operational journey of each critical-care stay through five stations.
Request → Decisionمن الطلب إلى القرار
How long do referring teams wait for an ICU decision? Accepted referrals that still wait for a bed become visible as hidden demand.
Decision → Bedمن القرار إلى السرير
Is the constraint physical beds or staffed beds? Operational occupancy uses open staffed beds as denominator; zero staffed beds → N/A.
Readiness → Departureمن الجاهزية إلى المغادرة
A discharge decision is not a departure. Transfer barriers are recorded, and the gap is measured in bed-hours.
Occupancy now, ready beds, patients waiting for acceptance or a bed, ready for discharge; a live bed map (occupied / ready to leave / available); follow-up priorities; and patient movement this month (admissions, departures, documented deaths, average stay).
Answers the ICU question in seconds: where is capacity, and what is blocking it?
Intensive Care Unit
Beds, Journey and Referrals
Each ICU bed with patient, days in unit, ventilation status and current state (in intensive care, ready for discharge, available).
Separates patients who still need ICU from those only waiting to move — the key to unlocking capacity.
Stations and events for one ICU stay — request, start of assessment, acceptance decision, arrival to bed, handover, initial assessment — with a panel to record the next event (daily review, ventilation start, discharge-readiness decision, bed transfer).
“A discharge decision is not a departure. The bed stays occupied until the patient physically leaves.” The platform measures that gap.
Intensive Care Unit
Admission Requests, Indicators and Data Quality
Referral register with source, reason, priority (urgent / routine / critical), status (accepted waiting for bed, under review, new request, in intensive care) and actions to start review, accept or reject.
Makes accepted-but-waiting demand visible — the hidden ICU queue.
Benchmark indicators (ADAA-ICU-01…07) and operational measures. Indicators needing external sources (e.g., nurse-to-bed ratio, certifications) display “—” with an explanation rather than a guessed value.
Honest reporting: pending definitions and missing sources are shown as such.
Counts of records needing completion — missing first assessment, request without decision, ventilation episodes, events recorded — with the affected patient card.
Completeness is monitored where the data is created.
Production ICU (repository): five-station journey, beds, daily snapshot, respiratory-support status, transfer barriers and aggregate operational analytics Implemented. ADAA-ICU-01…07 mapping awaits an approved versioned source; risk-adjusted mortality and staffing/certification indicators require external severity and HR sources Future pathway.
Department 04 · IP
Inpatient — Hospital-wide Bed Flow
From admission to a planned discharge.
Inpatient flow decides whether the ED boards patients, whether the ICU can step down, and whether the OR can admit its next elective list. ADAA Journey follows each inpatient encounter from admission request to physical departure, with daily status, expected date of discharge (EDD) and discharge barriers.
Beds carry real operational states — available, reserved, occupied, dirty, cleaning, closed for infection, maintenance or staffing — so that bed turnaround and closed capacity are measured, not assumed. Daily status (needs inpatient care · likely discharge 24–48 h · ready today) and coded barriers (investigation/result, specialist review, medication, transport, home support…) turn discharge planning into a daily, visible process. Implemented
للأسرّة حالات تشغيلية حقيقية: متاح، محجوز، مشغول، بانتظار التنظيف، قيد التنظيف، مغلق لعدوى أو صيانة أو نقص كوادر؛ فيُقاس زمن تجهيز السرير والطاقة المغلقة بدل افتراضها. وتحوّل الحالة اليومية للمريض والعوائق المرمّزة تخطيطَ الخروج إلى عملية يومية مرئية.
What inpatient visibility supportsما تدعمه رؤية التنويم
Bed occupancy, waiting for admission, discharge-ready, average length of stay; ward capacity bars; attention-needed list (review overdue, expected stay missing, barrier overdue); length-of-stay trend and today's patient flow.
Hospital-wide bed flow in one screen — the daily bed meeting, already prepared.
Inpatient
Patient Tracking and Bed Board
One card per inpatient: bed, ward, journey progress, current stay, expected departure, next action (consultant review, daily review, discharge order) and open barriers.
Discharge planning becomes visible per patient, per day.
Beds per ward with state — occupied, available, awaiting cleaning, cleaning, closed — and cleaning timers.
Bed turnaround is part of patient flow; a clean bed not released is lost capacity.
Inpatient
Discharge Planning, Performance and Monthly Report
Discharge-ready count, readiness-to-departure time, order-to-departure time, and three columns: in care, ready for discharge, order & departure — with barriers per patient.
Reveals the gap between medical readiness and physical departure — where beds are silently lost.
Local operational measures: admission wait, bed occupancy, waiting for admission, bed turnaround, ALOS, review within 24h, discharge plan recorded, daily review, readiness to departure, same-day departure, stay >21 days, expected-stay variance, patients with barriers, weekend departures, in-hospital mortality, arrival-data completeness.
A complete inpatient flow dashboard — clearly labelled as local definitions, not Ministry scores.
Inpatient
From Daily Events to the Period Report
Performance summary for the reporting period: code, indicator, result, scope and cases — exportable and printable.
Daily events become a period report without manual aggregation.
Findings per patient — review overdue, expected stay missing, barrier overdue — with status and a direct “Open” action.
Turns data quality into a worklist rather than a month-end surprise.
Department 05 · OP
Outpatient & Specialty Centers
Appointments, clinics and continuity.
Outpatient demand is large, distributed and easy to lose sight of. ADAA Journey connects referrals, waiting lists, published session capacity, appointments and the in-clinic visit journey — so leaders can see booked demand, attendance, waiting and whether sessions are used.
Production aggregate analyticsالتحليلات المجمعة في الإنتاج
- Today's appointments, arrivals, completions, no-shows, cancellations
- Waiting for clinician, in consultation, extra stations
- Published and booked session capacity (zero slots → N/A)
- Mean and P90 arrival-to-consultation; mean visit cycle time (30 days)
- No-show share with explicit denominator (completed + no-show)
- Open and overdue waiting requests; active referrals and pathways; booking channels
Leadership questions answeredأسئلة تجيب عنها المنصة
- What is booked demand and how much capacity is published?
- What proportion attended; what are the no-show patterns?
- Where inside the visit are patients waiting?
- Are sessions used effectively — which clinics are overbooked?
- Which specialties show capacity pressure?
- What happens to referral demand?
Today's appointments, active patient journeys, waiting for a slot, completed today; clinic activity by clinic; visits and non-attendance trend for the reporting period.
Demand, attendance and flow for every clinic, in one view.
Outpatient
Visit Journey and Appointments
Live journey columns: Scheduled → Checked in → Preparing → Ready for doctor → With doctor → Next stations → Completed.
Shows exactly where outpatients are waiting inside the visit.
Week view of clinic appointments with status: completed, facility-cancelled, no-show.
No-show and cancellation patterns are visible per day and clinic.
Outpatient
Capacity, Centers, Referrals and Waiting Lists
Availability by clinic: published slots, booked, open, fill rate and next available appointment.
Is published capacity being converted into care? A zero-slot denominator is N/A.
Heart, Kidney, Obesity, Diabetes and specialty clinic centers with unique patients, encounters and waiting counts per center and clinic.
Center-level management for multi-clinic services.
Incoming referrals with requested service, request date and status.
Referral demand is visible before it becomes a waiting list.
Active requests, overdue follow-ups, booked-not-seen; register with original request date, due date, priority and contact attempts.
Demand that has not yet become an appointment is managed, not lost.
Outpatient
Performance Evidence and Booking Channels
Reference measures with numerator, denominator, missing/unresolved and valid data — e.g. third-next-available appointment by clinic (legacy reference), surgical conversion, new-patient share.
Demonstrates the evidence structure; the production outpatient KPI set remains definition-pending until an approved card exists.
Local appointments vs simulated external channel with source ownership rules; the screen states that no live external connection exists in the demo.
Clear source-of-truth rules prevent double booking and silent overwrites.
Department 06 · RAD
Radiology Department
From the imaging request to the report.
Imaging capacity is expensive and shared by ED, inpatients and clinics. ADAA Journey follows each examination through its journey, measures device capacity and downtime, and runs a dedicated critical-result communication workflow.
This full path is exercised by a behavioral PostgreSQL test in the repository. The production board uses a short public exam code and does not carry MRN in recurring payloads. RAD-01…03 code and formulas are unchanged; critical-result communication time is measured but not classified on-time/late until a locally approved threshold exists. Implemented Live RIS/PACS transport Future pathway
Active requests, awaiting scan, awaiting report, scans today; the live imaging floor per device (CT, MRI, Ultrasound) with current exam and elapsed time, waiting, month scans and utilization.
Diagnostic capacity and bottlenecks, device by device, now.
Radiology
Exam Journey, Devices and Readiness
Exam journey columns: Order received → Scheduled → Ready/waiting → Scanning → Awaiting report → Report released.
Shows where imaging time is spent — before the scan or before the report.
Each modality device with its current examination, waiting count, month scans and utilization.
Capacity is managed at the device level.
Hospital-approved preparation checklist per arrived patient: request verified, preparation, contrast, MRI safety, sedation, consent — each verifiable or not-applicable.
Readiness failures are a leading cause of imaging delay and repeat.
Open requests, oldest first, with status and start-scan actions.
Oldest-first ordering makes fairness and delay visible.
Awaiting report, urgent requests and oldest report age, with release actions.
Report turnaround is visible while it can still be improved.
Radiology
Performance, Capacity and Downtime
Order-to-scan and scan-to-release by modality and patient type: mean, P90, complete/eligible, and local classification — “Target pending” where definitions are unresolved; machine utilization per device.
Measures are computed from real stamps; thresholds are never invented.
Missed appointments, quality repeat issues, amended reports, arrival-to-scan mean, scan duration mean, cancelled requests, critical results and request mix by modality.
Operational signals beyond the headline KPI.
Start and end downtime per device with reason; measured scanning activity per device.
Downtime reduces real capacity — documenting it keeps utilization honest.
Radiology
Versioned Definitions, Records and Export
Versioned local target definitions with source/authority, effective date, metric, thresholds and approval note; completed examinations compared against local targets.
Every threshold has an owner, a version and a date.
Review checklist before export (ICU aggregation, reporting cohort, threshold interpretation, capacity calendar) and export as Excel reference draft, CSV or JSON.
Exports remain drafts until definitions are approved — no accidental official submission.
All examinations with status, order time, device and journey access.
A complete, searchable evidence trail.
Department 07 · LAB
Laboratory & Blood Bank
Follow every sample to its result.
Two distinct services in one gateway workspace, each with its own production journey and authorization boundary. ADAA Journey stores timestamps, technical codes and a bounded result reference — never the diagnostic result content, which stays in the laboratory system.
Laboratory journeyرحلة عينة المختبر
Rejected specimen = exception with a bounded, machine-readable rejection code. A side workflow records critical-result identification and communication. Implemented
Blood Bank journeyرحلة طلب بنك الدم
Inventory tracks PRBC, PLT, FFP and CRYO units with blood group, expiry and bounded states; crossmatch links a concrete available unit to a request. The journey deliberately stops at issue from the blood bank — bedside transfusion administration remains in the clinical/EHR workflow. Implemented
Requests in period, reports released, average STAT and routine TAT, daily request volume by priority, and indicator cards with numerator, denominator, target and on/off-target labels.
Workload and turnaround in one screen for the laboratory lead.
Laboratory
Requests, Samples and Turnaround
Every laboratory request with patient type, priority, section, test and the four timestamps — ordered, collected, in lab, reported — plus status.
The sample journey, stamp by stamp.
Order-to-report distribution and per-request segment times (order→collection, collection→lab, arrival→report).
Shows which segment of the journey causes delay.
Laboratory
Critical Results and Indicator Evidence
Critical results and notification delay: reported time, doctor notified time and delay in minutes.
Critical-value communication is a patient-safety process; timing is measured for every case.
Corrected reports, critical results after 45 minutes, rejected samples, ED samples within 60 minutes, routine results within 4 hours — with numerator, denominator and target.
Demonstrates the KPI card model. In production these thresholds are legacy reference only until an approved KPI card exists.
Blood Bank
Inventory, Crossmatch and Monthly Evidence
PRBC units available, units transfused, crossmatched, registered donors; demo indicators such as C/T ratio, expired PRBC, donor measures and rejected units.
Blood Bank operations as a measured journey, separate from the laboratory.
Component inventory (PRBC, PLT, FFP/Cryo): available, prepared, expired, discarded; discard reasons.
Waste and availability are managed from evidence.
Checks: missing collection time, result before sample arrival, critical result without notification time, rejected sample without reason, requests still pending.
Timeline validity rules protect every TAT indicator.
Monthly submission summary: indicator, value, validity, numerator, denominator and target for laboratory and blood bank.
The month-end report is assembled from the journey, not from spreadsheets.
KPI engine
From Raw Event to Trusted Indicator
Every KPI result carries five pieces of evidence: value, numerator, denominator, missing, coverage. Each definition carries a code, version, status (approved / pending approval) and verbatim source text. A validity rule then decides how the result may be presented:
| Validity | Meaning | Band / color? |
|---|---|---|
| Complete dataبيانات مكتملة | Approved definition, full coverage, valid numbers | Official band |
| Provisional — incompleteنتيجة أولية | Missing cases or coverage < 100% | No band |
| N/A — no eligible denominatorغير منطبق | Denominator = 0 | Grey / N/A |
| Definition pending approvalالتعريف بانتظار الاعتماد | Local or unapproved definition | No band |
Illustrative KPI cardsبطاقات مؤشرات توضيحية
Illustrative values only — not real hospital performance. Real KPI cards are shown in the Operating Room performance screenshot.
Performance colors
Color → Meaning → Action
ADAA Journey uses color as information, not decoration. For the Ministry OR indicators, the platform uses the official band colors fixed in the application stylesheet, and applies them only when a result is complete and the definition approved.
| Color | Meaning | Typical action |
|---|---|---|
| Blue / Green | Within the published band | Sustain; share practice |
| Amber | Needs improvement | Review contributing journeys; assign owner |
| Red | Unacceptable | Escalate; root-cause the bottleneck |
| Grey | No eligible data, incomplete, or definition pending | Complete the data or approve the definition — do not interpret as good |
Department demos use equivalent status language — e.g., ED “Met / Partial result / Not met / No data”, Laboratory “On target / Off target”, Radiology “Target pending”. Where a threshold is not approved, the platform shows the measurement without a pass/fail color.
تستخدم لوحات الأقسام لغة حالة مكافئة. وحيث لا يوجد حدّ معتمد تعرض المنصة القياس دون لون نجاح أو إخفاق.
Resource utilization
Are We Converting Capacity into Care?
The strategic question is not “Do we own capacity?” but “Are we converting available capacity into patient care?”
السؤال الاستراتيجي ليس «هل نملك الطاقة؟» بل «هل نحوّل الطاقة المتاحة إلى رعاية للمرضى؟»
Operating Roomsغرف العمليات
- Available time = functional rooms × 8 h × working days of the declared period
- Used time = wheels-in → wheels-out within standard hours
- Idle rooms visible live on the room board
- First-case start, turnover and cancellations
ICUالعناية المركزة
- Physical vs staffed/open beds
- Operational occupancy on staffed beds
- Beds ready to receive; accepted referrals waiting
- Bed-hours consumed after transfer readiness
Outpatientالعيادات
- Published sessions and slots per clinic
- Booked vs open; overbooked sessions flagged
- Attendance, no-show, cancellation
- Zero published slots → N/A
Radiologyالأشعة
- Device capacity calendar (working days)
- Downtime episodes with reason
- Measured scanning hours and utilization per device
- Zero capacity denominator → N/A
Before month-end · قبل نهاية الشهر
Find the Bottleneck Before the Monthly Report
Illustrative patterns · أنماط توضيحية Each card links a visible symptom to its upstream cause, using signals that exist in the platform's screens.
Synthetic case timelines · حالات توضيحية
Three Journeys, Three Moments of Insight
Illustrative scenarios · سيناريوهات توضيحية Fictional patients and times, used only to explain the mechanism.
OR — Demo Patient 001العمليات
Insight at 08:25, on the room board — not at month-end.
ED — Demo Patient 012الطوارئ
Boarding visible within an hour of the decision.
ICU — Demo Patient 016العناية المركزة
Readiness ≠ departure: the gap is counted and coded.
Executive morning
8:00 AM — What Can the Hospital Director See?
Conceptual questions mapped to real screens — no production numbers are implied.
Operating Room
Which rooms have started? Which first cases are late? What is scheduled today? → Rooms board, tracking, schedule
Emergency
How many patients are in the ED, how many await triage, physician or disposition, and who has waited longest? → ED command center
ICU
What is occupancy on staffed beds? How many accepted referrals wait? Who is ready to leave? → ICU command center, beds
Inpatient
Which patients are ready today, what barriers are overdue, which beds await cleaning? → IP command center, discharge planning, bed board
Outpatient
Today's booked demand, published capacity and early attendance. → OPD command center, capacity
Radiology
Which devices are available, scanning or down? How many reports are unreleased? → Live imaging floor, reporting worklist
Laboratory & Blood Bank
Overnight workload, STAT turnaround, critical results awaiting communication, PRBC availability. → Lab and blood-bank centers
What changes
The morning meeting starts from the same live picture every leader can see — instead of from phone calls and yesterday's spreadsheets.
Monthly leadership review
At the End of the Reporting Period
Before approval
- Data-quality worklists cleared
- Missing cases resolved or explained
- Incomplete approved KPIs block official capture
- Pending definitions labelled, not scored
After approval
- Immutable submission with frozen evidence
- Ministry workbook export with the approved contract
- Corrections create a new revision
- Trends and cluster comparison on the same basis
Monthly submission summary: indicator, value, validity, numerator, denominator and target for laboratory and blood bank.
The month-end report is assembled from the journey, not from spreadsheets.
PART · الجزء
Technology, Access & Adoption
For digital-health, CIO and clinical-informatics teams: architecture at executive level, integration readiness stated honestly, the separation of public demo and staff access, and the design principles behind capture at the point of care.
Executive architecture
A Simple, Governed Architecture
Built as a TypeScript web application (React / TanStack Start) with PostgreSQL via Supabase, append-only sequential database migrations, and a release gate of migrations check, unit and behavioral PostgreSQL tests, typecheck, lint, production build, HTTP smoke and scale workload. Deployment targets cloud hosting at a high level; infrastructure details and credentials are intentionally not published. Implemented
تطبيق ويب مبني بلغة TypeScript مع قاعدة PostgreSQL عبر Supabase، وترحيلات قاعدة بيانات متسلسلة، وبوابة إصدار تشمل الاختبارات السلوكية والتحقق من الأنواع والبناء واختبار التشغيل والحِمل. لا تُنشر تفاصيل البنية التحتية أو بيانات الاعتماد.
Interoperability
Integration-Ready, Honestly Stated
ADAA Journey operates independently today. The repository also contains a transport-neutral integration boundary prepared for future hospital-system connections — without claiming any live connection.
| Capability | State |
|---|---|
| Inbound endpoint with source authentication, rate limit, 1 MiB payload limit and bounded error codes | Extensible · technically ready |
FHIR R4/R5 Patient, Encounter, Bundle parsing; HL7 v2 ADT A01/A03/A08 | Extensible · technically ready |
| Replay protection by hashing message key and payload (no raw payload stored); retry, dead-letter and reconciliation states | Extensible · technically ready |
| Source-of-truth policy: external facts enter only as proposals; manual and verified facts never silently overwritten | Extensible · technically ready |
| Internal Laboratory / Radiology requests from source departments using the shared patient id | Implemented |
| Live HIS / EMR / LIS / RIS / PACS connections; scheduling and identity systems; approved national platforms | Future pathway |
| Clinical outbound Patient/Encounter exchange; automatic clinical table mutation from external messages | Future pathway |
تعمل المنصة اليوم بشكل مستقل، ويتضمن المستودع حدّ تكامل محايدًا عن النقل مهيأً لربط مستقبلي (FHIR R4/R5 وHL7 v2)، دون ادعاء أي ربط فعلي قائم. أي ربط مع أنظمة المستشفى أو المنصات الوطنية مسار مستقبلي يخضع للموافقات.
Demo vs real
Public Demo vs Operational Access
PUBLIC DEMOالعرض التجريبي العام
- No account required
- Synthetic data only — demo patients, MRNs and hospitals
- Separate route (
/demo/…) and isolated in-memory state - Clearly marked on every screen as a synthetic showcase
- Intended for evaluation and training
- Demo rows never enter official reporting
STAFF ACCESSدخول الموظفين
- Real account with email confirmation
- Leader approval
- Hospital, role and department assignment
- Operational workspace (
/journey/…) - Row-Level Security on every clinical table
- Sensitive access logged
The demo cannot silently become real patient entry: the legacy synthetic applications are served only by the demo route, their source is locked by source-parity tests, and patient/workspace databases are not persisted in browser storage. Implemented
The public entry point of ADAA Journey: every clinical area has two clearly separated doors — “Try Demo” (synthetic, no account) and “Staff sign in” (approved, hospital-scoped access).
Leadership can evaluate the complete product without an account, while real operational access is never one click away from a demo.
Department-specific staff sign-in. The page states that real accounts require email confirmation and administrative approval, and that hospital and department permissions are assigned after registration.
An account alone never opens patient data. Operational access is earned through approval, hospital assignment and department assignment.
Design philosophy
Data Collection Close to Care · User Experience
Operational data should be captured as close to the event as practically possible. ADAA Journey is designed to reduce duplicate, delayed and retrospective manual reporting — it does not promise zero workload; it moves the work to the moment when it is most accurate and most useful.
English first, Arabic alongside, on every screen.
State chips, colored cards, elapsed minutes.
The next station or task is always offered.
Focused screens instead of generic forms.
Command center → tracking → records → performance → quality.
Value with evidence and definition.
From counters to lists to the individual journey.
Desktop command views; tablet capture in the room.
Hospital-approved preparation checklist per arrived patient: request verified, preparation, contrast, MRI safety, sedation, consent — each verifiable or not-applicable.
Readiness failures are a leading cause of imaging delay and repeat.
Flagship model
From Data to Decision
From operational events to actionable performance.من الأحداث التشغيلية إلى أداء قابل للتنفيذ.
Why ADAA Journey
Not Another Dashboard
ADAA Journey connects the patient journey, the department, the hospital and the health cluster through one operational-performance model.
Depth that exists today
Seven clinical areas, dedicated journeys, 100+ workspace screens in the public demo, a Ministry OR KPI engine with verbatim definitions, and immutable submissions.
Governance by design
Hospital + role + department scope, Row-Level Security, aggregate-only cluster leadership, PHI logging, demo/real separation.
Honest numbers
Denominator = 0 → N/A; incomplete → provisional; pending definitions never scored; thresholds never invented.
It moves the management conversationينقل الحوار الإداري
“What happened last month?”
«ماذا حدث الشهر الماضي؟»
“What is happening now? Where is the delay? Where is the capacity? What requires intervention? Are we improving?”
«ماذا يحدث الآن؟ أين التأخير؟ أين الطاقة المتاحة؟ ما الذي يتطلب تدخلًا؟ وهل نتحسن؟»
EVERY DEPARTMENT.
ONE JOURNEY.
CARE AT THE HEART OF EVERY JOURNEY.
كل قسم… رحلة واحدة… والرعاية في قلب كل رحلة.
ADAA JOURNEY
رحلة الأداء
Public demo: www.adaa-journey.com — choose any department and select “Try Demo”.
جرّب العرض العام دون حساب، أو تواصل لترتيب تجربة تشغيلية في مستشفاك.
Dr. Jameel Al-Soqayya · د. جميل السقيا