technical white paper healthy, wealthy and wise
TRANSCRIPT
Technical White paper
Healthy, wealthy and wiseReal-time intelligence helps match beds and patients—for better care, for more people, at less cost.
2 | December, 2012
Table of contents
1 Fixed beds, moving patients•Urgency and quality of care•Financial and regulatory drivers
2 Better communication and coordination•Symptomsofpoorpatientflow
3 From bed management—to patient placement•The promise of all-digital technology
4 Transforming the hub of patient flow•Before•Now
5 Informing management decisions•Before•Now
6 The numbers tell the story
7 Real-time visibility and workflow considerations
8 Do no harm: Best practice patient placement principles
9 Ready-to-go real-time patient flow—from the leaders in healthcare technology•CentralLogicCore™bedmanagementsoftware•HPTouchSmart™workstations,PCs,tablets,and
interactive digital displays•3rd-generation Intel® Core™ vPro™ processor technology
10 Getting started•Financing•Consulting
11 Learn more•About HP•About Central Logic•About Intel
Technical White paper | Solution
3 | December, 2012
Better patient flow, better patient experience
Hospitalsarerecognizingthatbetterpatientflowmanagementimprovesqualityofcare,resourceutilization,andcost-efficiency.
The2012PatientFlowChallengesAssessmentsurveyconducted by American Hospital Association (AHA) Solutions andHospitalsinPursuitofExcellence(HPOE)findshospitalsinvestinginpatientflowimprovementinitiativesthatspanprocess,staffing,andsystems—andreportingpositive resultsfromtheirefforts.1AccordingtoTonyBurke,CEO ofAHASolutions,“Patientflowdirectlyimpactsahealthcarefacility’s overall performance and can also play a strong role inpatientsatisfaction.”2
Fixed beds, moving patients
Patientflowmanagementstartswiththeearliestpointinpatienttransport—whetherapatientcomesinthrough,ER,OR,Dialysis,oranotherhealthsystem—throughthepatient’sdischarge,whethertoanothercarefacilityortheirownhome.Ahospital’sabilitytomanagepatientflowdependsonitsabilitytobalanceboth“demand”(patientneeds)and“supply”(finitephysicalandhumancareresources).
Atthecoreofpatientflowisbedmanagement,orcapacitymanagement.Patienttransfer,forexample, is operationally inseparable from capacity management, because proper patient placementdependsonwhatbedsareavailable.Gaps,delays,ormistakesinplacingpatientsintherightbed,withtherightlevelofcare,canhaveseriousnegativeclinical,operational,andfinancialimpacts.
Makingthebestuseofexistinghospitalresourcesiscriticalinlightofeconomicuncertaintiescoupledwiththeanticipatedgrowthindemandfromanagingpopulationandthenewlyinsuredunderhealthcarereform.
Evenasmallimprovementinefficiencyinpatientplacementandflowcanhavesignificantimpact.Forexample,reducingaveragelength-of-staybyjustfourhoursina275-bedhospitalistheequivalenttoincreasingthefacility’sphysicalcapacityby10beds.3
Urgency and quality of care
Capacitymanagementismuchmorethanjustthetimelyallocationandprovisioningofphysicalbeds.Urgencyandqualityofcarerequiresthatpatientsbematchedwiththerightbed—withtherightlevelofnursingcareandaccesstotherightspecialists,diagnosticsandtreatments—asquicklyaspossible.
1 Source AHA Solutions and Hospitals in Pursuit ofExcellence(HPOE).“ResultsandReportofthe2012PatientFlowChallengesAssessment:HospitalsConsiderPatientFlowEssentialtoCareandCompetitiveness.”2012
2 Source AHA Solutions press release, January 26,2012.http://www.aha-solutions.org/press/01.26.12-pfca-report-launch.shtml?source=prindex
3 Source CSC calculation based on CDC data on U.S.averagesforinpatientcare(non-Federalshort-stayhospitals)http://www.cdc.gov
Technical White paper | Solution
Thetimelinessofdefinitivecareisthemostcritical—andcomplex—aspectofpatientplacement,directlyimpactingthequalityofcareandpatientexperience.AccordingtoState-ledinitiativeslikethenurse-to-patientratiosmandateinitiatedin1999inCalifornia,criticalcarebedsintheICUand“step-down”unitsrequirea1:1nurse/patientratio,whilestandardcareis1:3,andgeneralmedicalandsurgicalunitsonlyrequirea1:5ratio.4
Ifnosuitablebedisavailable—orthetransfercenterisunabletoseethatsuchabedisavailable—anadmittedpatientmayneedtobeplacedinanother,lesssuitableareaofthehospital,andsubjectedtomultiplemoves.Forexample,anoncologypatientmayfirstbetransferredtoabedinthepediatricsurgeryward,orviceversa.Inaworstcasescenario,admission may be delayed and critically ill patients are boarded in an emergency department orhallwayuntilabedopenswiththeproperlevelofcare.
Gettingpatientsintotherightbed,thefirsttime,improveshealthoutcomesandpatientexperience,andreducesoveralllengthofstay.Theabilitytomakefast,informeddecisionsaboutpatientplacement—fromtransfer,admission,andinternaltransport,todischarge—isanimportantfactorinachievingmanyhospitalobjectives,includinghigherHospitalConsumerAssessment of Healthcare Providers Systems (HCAHPS) survey ratings, reducing unnecessary re-admissions,andmakingthemostefficientuseofallhealthsystemresources.
Financial and regulatory drivers
Properandefficientpatientplacementalsocontributestolowercostsforpatients,payors,andhospitals.Medicare,Medicaid,andprivateinsurerscloselymonitor“rightpatientstatus”asdesignatedbythepatient’sphysicianandcompare“intensityofservice”and“severityoforder”todefinereimbursablepatientstay.If,forexample,apatientcomestotheERwithabdominalpain,itcouldbeappendicitis,butinitiallabworkandsymptomsarenotdefinitive.Theinsurerwilltypicallypaythefullcostofovernightobservation.However,ifthepatientisunnecessarilyadmitted the next day due to inappropriate communications to the care team to ascertain status,theinsurermaynotpaythefullcost,leavingthehospitaltoabsorbthedifference.
HealthcarereformwillincreasinglytiereimbursementtohospitalqualityofcaremetricssuchasHCAHPSandotherstill-to-bedefinedefficiencymeasures.BeginningOctober2012,hospitalsfacedmaximumfinancialpenaltiesofupto1%ofMedicare/Medicaidreimbursementforexcessivereadmissionofpatientsinlessthan30days.In2014,themaximumfinancialpenaltiesdoubleto2%ofMedicare/Medicaidreimbursement.5
Thefinancialbenefitsofbeingabletoquickly,efficientlyplacepatientsintherightbedthefirsttimearecompelling.Theyinclude:
• Added capacity—Withoutphysicallyexpanding,throughmoreefficientutilizationandfasterturnoverofexistingcapacityandless“bedhiding”fromdelayedupdatingofavailability
• Increased revenue—Byprovidingcareformorepatients,withoutaddingresources
• Reduced costs—By optimizing use of hospital resources and proactively managing length-of-stay
• Improved staff productivity—By cutting the time teams (transport, emergency, transfer, nursing,EVS)spendlookingfordataandminimizing“workqueuing”
• Improved patient health and satisfaction—Byreducingwaittimesandtimelinessofdefinitivecare
• Shorter length-of-stay / Fewer readmissions—Through right level of care and coordinated discharge processes
4 | December, 2012
Technical White paper | Solution
4 SourceHealthAffairsSeptember2002vol.21no.553-64:http://content.healthaffairs.org/content/21/5/53.long
5 Sourcehttp://www.cms.gov/Medicare/Medicare-Fee-for-Service-Payment/AcuteInpatientPPS/Readmissions-Reduction-Program.html
Better communication and coordination
Toachievethefullclinical,operational,andfinancialbenefitsofbetter,fasterpatientplacement,hospitalsmustbewillingtoaddresssignificantchallenges—chiefly,theconundrumofhowtoimprovecommunicationandcoordinationamongextremelybusyprofessionalsengagedindifferent,butcriticaltasks.Indeed,60.9percentofthehospitalleaderssurveyedforthePatientFlowChallengesAssessmentreport,identifiedpoorcommunicationsastherootcauseofpoorpatientflow.6
A number of factors contribute to the sharing of timely and accurate information required for fast,smartbedmanagementdecisionsandefficiencies.Theseinclude:
•Constant changes in bed and patient status
•Separateadmissionprocessesandsystemsindifferentdepartments(e.g.,emergency,cardiology, pediatrics, obstetrics)
•Manualdataentryandreconciliation,decreasingstaffproductivityandincreasingriskoferrors
•Multiple, incompatible sources and versions of information on bed status and patient needs in multiple,incompatibledataformats(e.g.paper,whiteboard,Excelfiles,ADT,ElectronicMedicalRecords(EMRs),patienttransferandEVSworklists)
•Difficultyofinputtingandaccessinginformationatthepointofpatientcare
•NeedforstrictsecurityandprivacyincompliancewithHIPAAandotherregulationsandpolicies to protect access to, and update of, patient information
•Noabilitytocaptureandanalyzeorreviewdatatomeasureperformance/quality,identifytrends or target areas for improvement
Symptoms of poor patient flow
Aquickchecktodetermineflowissueswouldbetoascertainifanyofthesecircumstances arerecurring:
•HoldingpatientsovernightintheERwhoneedtobeadmitted
•Full recovery room (PACU) results in delayed OR procedures
•Turningpatientsawayduetoinefficientinpatientcapacitymanagement
From bed management—to patient placement
Traditionally,“bedmanagement”solutionsformanaginginformationandcommunicationshavefocusedonturningoverphysicalbedsasquicklyaspossible,primarilybyhelpingEnvironmentalServices(EVS)teamsscheduleandreportonroomcleaning,withlittlematchingofpatientneedsandlevelsofcareandservices.
Suchsolutions,whetherinternallydevelopedorpurchasedfromavendor,havetypicallyonlyexacerbatedcommunication,complexity,andcostissuesbyaddingto:
•The number of incompatible systems
•The amount of data created
•The number of places data is stored
•IT maintenance expenses
•Stafftrainingrequirements
The promise of all-digital technology
Today,advancesindigitaltechnologyenableanewapproach:patient-centeredplacement.Inthis setting, resources are organized around patient needs and all teams (transport, ER, ADT, clinicians,EVS)sharereal-timevisibilityintothepatient’sneedsandstatusthroughtechnology.
Recent advances in processors, touch-enabled devices, and Web-connected application technologiesmakeitincreasinglypracticalforhospitalstoimplementend-to-enddigitalsolutionsthatprovideeveryoneonthepatientcareteamwiththereal-time,“at-their-fingertips”informationtheyneedtomakepatientplacementdecisions.
5|December,2012
6 SourceAHASolutionsandHPOE.“ResultsandReportofthe2012PatientFlowChallengesAssessment:HospitalsConsiderPatientFlowEssentialtoCareandCompetitiveness.”
Technical White paper | Solution
New capabilities include:
•Secure,web-connectedaccesstoactionablereal-timeinformationbyauthorizedusersacrossall departments and functions
•User-friendlyelectronicwhiteboards,digitaldisplays,andmobiledevicesthatenablestafftoquicklyandeasilyaccessandinputinformationanywhere
•Integratedworklistandworkflowautomation,withhospital-definedstandardsandruleswrittenintothesoftware,includingchecksandbalancesandescalationalerts
•Consumer-orientedhardwareandsoftwareinnovationandintegration,fromtheprocessorchipsettointuitivetouchscreeninterfaces,thatsignificantlyreducecostandminimizetheneed for administration, maintenance, training and support
•Data capture, analysis, and reporting tools to identify trends and pinpoint opportunities for improvement
Transforming the hub of patient flow
Likeairtrafficcontrollers,triagenursesmustmakepatientplacementdecisionsbasedoncomplex,interdependentfactorsthatchangeminute-by-minute.Theunpredictabilityofemergencyadmissionscanquicklyturnanefficientsystemwithahighoccupancyrateintoacrisissituation.Bottlenecks,delays,ormistakesanywhereinthesystemofcarecancauseaseriousbackup—andevenmeanthedifferencebetweenlifeanddeath.
Before
Untilrecently,thetriagenursesresponsibleforprovidingtheclinicaloversightandmakingpatientplacementdecisionsinalargehospitalwereforcedtodependonmultiplemanual toolsandtechniquestofind,coordinate,andupdatetheinformationrequiredtomakegooddecisionsquickly.Informationsourcesinclude:
•Handwrittenstatusupdatesonthewhiteboardsnearpatientbeds,ormanualdataentryintoMicrosoft®Excelworksheetsatnurses’stations
•Multiplephonecallsandface-to-facemeetingseachdaywithnursingstaffindifferentdepartmentstoreviewstatusandattempttosyncupinformation
•GleaningrelevantinformationfromanADT(admissions/discharge/transfer)system,designednot for patient placement, but for billing
Despitethebesteffortsofeveryoneinvolved,informationwasneverup-to-dateandtheprocesswasverylabor-intensiveandinefficient.
Now
Bymovingtoanintegrated,all-digitalcapacitymanagementsystemwithreal-timevisibility,triagenursescanbenefitfromcapabilities,suchas:
•Automatic capture and analysis of data
•At-a-glancedashboardviewsofperformancemetrics,withdrill-downtodetails
•Real-timeemailalertswhenhospital-defined-parametersareexceeded
•Regular, automatically generated reports
•Reportwizardstocreatecustomized,on-demandreports
•Snapshotviewsbyunits,floors,andtheentirehospitalsystem
•Secureaccesstoreal-timedashboardsanddataviaastandardwebbrowser
Informing management decisions
Whenitcomestoseeingthebigpictureinpatientplacement,whethertoaddressimmediateissuesormaketherightlong-terminvestments,hospitalexecutiveshavelongbeenlimitedbyalackofaccesstotimelyinformation,historicalinformation,andanalysistools.
6 | December, 2012
Technical White paper | Solution
Before
Gainingaccesstopatienttransferandbedmanagementinformationtypicallymeanthiringanoutside consultant or adding to the burden of already-busy professionals to collect and enter informationintoMicrosoft®Excelspreadsheets.Management-by-walking-aroundwasanotheroption.Unfortunately,problemswithpatientplacementandcapacitymanagementtypicallyonlybecameevidentduringacrisis,suchabedshortageorERboarding.
Now
Bymovingtoanintegrated,all-digitalcapacitymanagementsystemwithreal-timevisibility,hospitalexecutivescanbenefitfromcapabilities,suchas:
•Automatic capture and analysis of data
•At-a-glancedashboardviewsofperformancemetrics,withdrill-downtodetails
•Real-timeemailalertswhenhospitaldefinedparametersareexceeded
•Regular, automatically generated reports
•Reportwizardstocreatecustomized,on-demandreports
•Snapshotviewsbyunits,floors,andtheentirehospitalsystem
•Secureaccesstoreal-timedashboardsanddataviaastandardwebbrowser
The numbers tell the story
Redesigning processes, centralizing patient placement and introducing technologies are estimatedbyindustryexpertstohelphospitalsincreasetheireffectivebedcapacityby5to20percent.Foreachbedadded,it’seasytoseehowacomprehensivebedmanagementsolutioncanhelpgenerateuntappedrevenue.7
Illustration of capacity before and after a workflow redesign
7|December,2012
Technical White paper | Solution
7 SourceUsingTrackingToolstoImprovePatientFlowinHospitals,April2011:http://www.chcf.org/~/media/MEDIA%20LIBRARY%20Files/PDF/U/PDF%20UsingPatientTrackingToolsInHospitals.pdf
Real-time visibility and workflow considerations
Movingforwardtorealizethebenefitsofreal-timedatavisibilityandworkflowautomation,hospitalsandhealthsystemsneedtoevaluatenotjusttechnology,butitsimpactondifferentteamsandpatientplacementandbedmanagementprocesses.
Thecreationofasteeringcommitteetoidentifyandengagestakeholders,deviseand gainconsensusonastrategy,andplanimplementationisagoodfirststep.Manyhospitals havecreatednewdepartmentsordesignatedpermanentcommitteesfocusedonpatient flowimprovement.
Thefollowingareimportantconsiderationsindevelopingasuccessfulreal-timepatientplacementstrategy,solution,andimplementationplan:
• Process improvement and workflow automation Workflowautomationbegsthequestionofwhatworkflowsaretobeautomated,consideringhowprocessesmightbeimproved.Itdoesn’tmakesensetoselecttools thatforceyourorganizationintomodelsthatdon’tfit.Customizablepredefined workflowsprovideastartingpoint,alongwiththeflexibilitytoadapteasilytoteam-orhospital-definedrequirements.Rules-basedenginescanhelpguidestaffthroughthe customizationofexistingworkflowsordevelopmentofworkflowsthatmatch specificoperations.
• User adoption Useradoptionstartswiththeaforementionedinvolvementofabroadsetofstakeholdersinupfrontdesignanddefinition.Representativesfromcriticalfunctions,suchas,Triage,Transfer Center, Nursing, EVS, Transport, Maintenance, and Hospital Executives must activelyparticipatethroughoutdefinition,planning,andimplementationtomakesuretoolssupporttheprocessesandprovidetheinformationandfunctionstheyneed.Friendly,intuitiveinterfaces,suchasconsumer-style,touch-enabledinterfaces,goalongwayinspeedingadoptionbymakingtoolssimpletouseandlearn.
• IT integration AskITtoreviewinfrastructurerequirements,implementation,andongoingmaintenanceandsupportneeds.Seektheirhelpevaluatingthecomparativevalueofdifferentproductfeatures,suchasconfigurablerulesenginesandreportwizardsthatcanreduceend-userrelianceonITservices.Havethemratetoolsonthebasisoftheireaseofintegrationandinteroperationwithotherhospitalapplications(e.g.,patienttransfer,clinical,ADT,EMR),aswellasoff-the-shelfapplicationsforemail,webbrowseraccess,andsoon.
• Financial justification / ROI Investmentinnewreal-timepatientplacementsystemsshouldbeweighedagainstthecostsofexistingmanualsystems.Examplesincludeoverhead,whenclinicalnursesmustmanuallygothroughthehospitaltoidentifypatientstatusandfindandalertphysiciansasthedeadlinesforcriticaldecisions,suchasdischarge,approach.More“hidden”butpotentiallyevenmoreseriouscostsinclude:thenegativeimpactsoftheexistingsystemonqualityofcare,patientexperience,andriskstodatasecurity,patientprivacy,andregulatorycompliance.
Do no harm: Best practice patient placement principles
Tokeeppatientssafeandprovidequalitycare,emergencymedicalstaff,nurses,andphysiciansalllearnthe5‘Rights’ofGivingMedications(RightPatient,RightMedication,RightTime,RightDose,RightRoute)aspartoftheirtraining.
ThepatientflowteamatalargeNewEnglandtertiary-carehospitalhasadaptedtheseguidingprinciplesin5‘Rights’ofPatientPlacement:
1. Right Level of Care
2. Right Service
3. Right Nursing Unit
4. Right Bed
5. Right Time
8 | December, 2012
Technical White paper | Solution
Ready-to-go real-time patient flow—from the leaders in healthcare technology
Together,Intel,HP,andCentralLogicofferintegrated,easy-to-usesolutionsthatreducethetime,cost,andcomplexityofimplementingend-to-enddigitalpatientflow.
Thereal-timecapacitymanagementsolutioncombines:
Central Logic Core™ bed management software Intuitive,web-enabled,Coresoftwareprovidessecure,real-timecommunication,tracking, andupdatingofpatientandbedstatustooptimizequalityofcareandexperience. Featuresinclude:
•Multipleviewsof/andaccesstoactionabledata—authorizeduserssimplyclickonaroomorpatienttochangeastatusormakearequest
•SeamlessintegrationwithCentralLogicForeFront,theindustry’smostpopularpatienttransfersoftware
•Easyintegrationwithotherhospitalsystems,suchasADTandEMR
•Customizableautomatedworkflowtemplatesandrules-basedengine
•Real-time dashboards and reports
•Integratedworklistsfornursing,transport,transfer,EVSandmaintenancewithautomaticprioritization based on urgency of care and location
•Predictivereasoningtohelpoptimizecapacityutilizationandforecastwhenbedswill become available
•Assistedmatchingofpatientneedstohospital-definedbedattributes
HP TouchSmart Elite All-in-One PCs, HP Workstations, HP Business PCs, HP EliteBook Tablet PCs, and HP Interactive Digital Signage Displays
CentralLogicsoftwareonHPsystemsmakesiteasyforauthorizedpersonneltosecurelyaccessandupdatepatientandbedinformationonthespot.Forexample:
•HPTouchSmart8300All-in-OnePCfeaturingIntel®Core™vPro™processorswith23inchdiagonaltouchscreenmonitorofferacompact,ergonomicworkstationatthenurses’station
•PowerfulHPZ600WorkstationsfeaturingIntel®Xeon™processorsprovidebackendvirtualization and redundancy
•HP ElitePad tablets enable nurses, Environmental Services (EVS), and Transport teams to accessandenterthelatestinformationwheretheyworkastheycheckonpatients,cleanrooms, transfer patients
•HPDigitalSignageDisplayswithintegratedmulti-touchscreentechnologyreplaceantiquatedwhiteboardstoprovideup-to-the-minuteviewsofthefacility,units,bedstatus,assignedstaff, and patient status
3rd-generation Intel® Core™ vPro™ processor technology
HPhealthcaresystemstakeadvantageofadvancedIntelprocessortechnologyinnovations,whichbuildsecurity,self-maintenance,dataencryption,andotherfunctionalityintothechipsetandothersystemhardware,wheretheyarelessvulnerabletohackers,computerviruses,computerworms,andotherthreats.Forexample:
•Duringdeployment,securitycredentials,keys,andothercriticalinformationarestoredinprotectedmemory(notontheharddiskdrive)—anderasedwhennolongerneeded
•3rd-generationIntel®Core™processorswithvPro™technology8 support encrypted communicationwhileroaming
•Multi-layered,hardware-assistedmonitoring,security,management,reliability,andmaintenancecapabilitiesmakeiteasierforasys-admintomonitor,maintain,secure,andservice systems
9|December,2012
Technical White paper | Solution
8 Source Some functionality of this technology, such as Intel® Active management technology andIntel Virtualizationtechnology,requiresadditional3rdpartysoftwareinordertorun. Availabilityoffuture“virtualappliances”applications for Intel vPro technology isdependenton3rdpartysoftwareproviders. MicrosoftWindowsrequired.”
Rate this document
Sign up for updates hp.com/go/getupdated
Getting started
Integrated bed management solutions leveraging technologies from HP, Intel and Central Logic can help your organization optimize resources by providing real-time data visibilityandcustomized,automatedbedmanagementworkflows.Bettercommunicationsbenefitproviders,physicians,nurses,otherstaff,patients,andtheirfamilies.
Financing HPFinancialServicescanhelpyoutobegintotakeadvantageofend-to-enddigitalbedmanagementinyourhospitaltoday—withminimalimpacttocashflow.HPfinancingspecialiststakealifecycleapproachthathelpsyoutoconsidernotjustinitialpurchase,buttotalcost-of-ownershiptodevelopfinancingthatmakessenseforyourorganization.
Consulting CentralLogicconsultantsandauthorizedHPHealthSpecialistpartnerswithextensiveexpertiseindigitalpatientflowsolutionswillworkwithyourstafftointegratewithexistingworkflowsandprovideonsitetraining.
Learn more
About HP As a trusted supplier of information technology solutions to hospitals, clinics, and medical practicesaroundtheworld,HPisuniquelyequippedtosupportend-to-endpatientflowsolutionsinmajormedicalcenters,communityhospitals,andsmallcarecenters.TheHPHealthcareAllianceprogramcombinesofferingsfromindependentsoftwarevendorswithhardwarefromHPtodeliverintegrated,tailored,andtestedsolutionsthatwork.
Learn more about HP Healthcare solutions at: hp.com/go/healthcare
About Central Logic CentralLogicisthehealthcareindustry’sleadingproviderofinnovativepatientflowsoftwareandconsultativeexpertise.Since2005,thecompany’ssolutionshavetransformedpatienttransfer processes for some of the United States’ most respected medical systems and hospitals.CentralLogicworkscollaborativelywithphysicians,administrators,andstafftodesignanddeliverpatientflowsolutionsthatincreasepatientthroughputwhileconservinginternalresources.
Learn about Central Logic patient flow solutions at: centrallogic.com/solutions
About Intel Whereinformationandcaremeet:HPsolutionspoweredbytheIntel®vProprocessorfamilydeliversmart,long-lastingperformance.AdvancedandIndustrystandardtechnologiesfrom Intel help enable coordinated, customized care by contributing to the creation of an interoperablehealthITinfrastructure.
Learn about Intel and healthcare at: intel.com/about/companyinfo/healthcare/index.htm
Sharewithcolleagues
©2012Hewlett-PackardCompany,LP.Theinformationcontainedhereinissubjecttochangewithoutnotice. Intel,theIntellogo,IntelCore,CoreInside,IntelvPro,vProInside,andXeonaretrademarksofIntel CorporationintheU.S.and/orothercountries. CentralLogicisaregisteredtrademarkandCoreisatrademarkofCentralLogic,Inc..
4AA4-4658ENUS,December2012 ThisisanHPIndigodigitalprint.
Technical White paper | Solution