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The table below lists all transformation parameters currently supported by Cloudinary. For each parameter you can see the short name that you can use for manually building transformation URLs and the longer name that is accepted by the relevant methods of all our client libraries.

The following image showcases a complex example of image transformations that includes resizing, cropping, multiple image overlays, dynamic text overlay, image rotation and more.

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The reference table below lists the transformation parameters that are the building blocks for creating a multitude of manipulated images. You can see the possible values for each parameter and a usage example with a sample image for illustration. You can create a wide range of effects and transformations by chaining together any combination of the parameters listed below.

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Some industries use technology better than others, and labor productivity statistics reflect that. In the case of U.S. health care, the industry has been growing faster than the overall economy, but because the number of health care workers has been rapidly increasing and the use of information technology has lagged, productivity growth has been minimal.

So how can health care organizations realize the promise of their large and growing investments in IT to help lower costs and improve patient outcomes? While substantial attention has been paid to the potential medical benefits of new technologies such as inexpensive genetic screening, artificial intelligence, and wearable sensors that continuously monitor vital signs, our main focus is on how the organizations that deliver care can get much more out of their recent or planned investments in enterprisewide IT systems.

Our research on the ways health care could apply the experiences of other industries suggests that instead of viewing IT as a transactional tool for billing, monitoring, and error checking, organizations should embrace it as an instrument to help transform the way they deliver medical care. This will entail prioritizing quality improvement over cost cutting, making data collection easier and better, turning the data into actionable information for clinicians, and forging new operating and business models. We have found that while numerous health care organizations are moving in this direction, the majority are not making the holistic changes needed for transformation.

Historically, the adoption and management of health care IT has been left to an organization’s chief information officer and other technical personnel. This is a mistake. A number of organizations—including Boston Medical Center, Geisinger Health System in Pennsylvania, Intermountain, Mayo Clinic, and New York University (NYU) Langone Health—have shown that health care IT is effective only when all members of an organization work to unlock its potential. (Full disclosure: One of us, Robert Huckman, has taught in executive education programs for two organizations related to this article—Intermountain Healthcare and Brigham and Women’s Hospital, which is owned by the same parent company as Massachusetts General Hospital.)

Two key constituencies outside of technical personnel—senior leaders and clinicians—must play significant roles. Leaders are crucial because they will have to enlist clinicians in the cause by persuading them that the effective use of IT is central to delivering higher quality. The urgent need to reduce health care costs has led many leaders to become preoccupied with that objective. The happy reality is that improving clinical work processes can achieve both lower costs and higher quality, and we’ll discuss later what it takes to use IT systems to do this.

The pledge to improve quality should be more than words; it must be translated into visible practices. Geisinger, for one, has done just that. It has made its IT system part of a broad strategy to establish a surgical “warranty”: If complications arise within 90 days of a surgical procedure, the patient bears no additional cost to have the problem addressed. Starting with coronary artery bypass grafting (CABG), a team of clinicians developed a five-stage protocol that begins at the time of diagnosis and extends through the warranty period. The team initially identified 40 evidence-based guidelines that, according to a Dolce amp; Gabbana Python Bow Pumps Largest Supplier Cheap Price Qp0HSY
conducted by the Commonwealth Fund, were then embedded in the EHR system “through templates, order sets, and reminders,” driving up adherence from 59% to 100%. Furthermore, the integrated IT system improved communication among various clinical personnel (including physicians and advanced-practice nurses) to coordinate care for the patient. The results were significant: Postoperative mortality fell by two-thirds, post-acute-care spending decreased by nearly 50%, and the overall profitability of cardiac surgical services actually improved. Thanks to the success of the CABG program, the model was Manolo Blahnik Snakeskin SquareToe Flats Best Place Online DMR316p
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