23 September 2020


Enterprise Singapore
230 Victoria St #10-00 Bugis Junction Office Tower,
Singapore 188024
Telephone: +65 6898 1800

Mr. Peter Ong Boon Kwee, Chairman;
Mr. Png Cheong Boon, Chief Executive Officer


Enoch Low comes from a family well established in the retail of fashion eyewear, notwithstanding vision assessment for dispensing prescription eyeglasses and contact lenses. After completing his GCE O'level in 1974, his father enrolled him in Optometry with City & East London College, while assisting him in the optical retail business in Peninsula Shopping Center. In 1977, Enoch Low was enlisted for National Service and trained as a male nurse at SAFTI Military School of Medicine. After obtaining his proficiency certificate, he served in Singapore General Hospital Eye Ward, assisting top eye specialists in the eye, vision, and surgery patient managed care, including but not limited to vision research and discovering new things.


Between 1981 to 1988, Enoch Low expanded the FIRST family optical business to 13 different Singapore locations, and remained passionate in researching the ever growing state of myopia, binocular vision, accommodation and focusing, spectacle lens design, multifocal contact lenses, and eye growth control.




In today's and tomorrow's next normal, the recovery will be digital. OPTO EMR project focuses on the vital role of digital in today’s healthcare industry and businesses. Many organizations were already in the throes of digital transformations pre-pandemic before COVID-19 accelerated the pace of business across the globe. Some sped up efforts already underway, but many implemented digital capabilities for the first time—as a matter of survival. 


My siblings encourage me to seek government and or venture capitalist funding of SG$10 million for the OPTO EMR project. It will be the perfect inspiring investment proposal that benefits the eye and vision care steward worldwide.​ Despite many seemingly weak healthcare cum business ideas receive a lot of investor interest, I never could craft this proposal in a well written and well thought out investment pitch. But I will let the concept of OPTO EMR and its completeness as an advanced set of technological tools to evoke your common sense and critical thinking skills and persuade Singapore Enterprise and or Venture Capitalist mindset into becoming 'investment-ready.'


OPTO EMR is a very advanced and complete set of technological tools that can function in multi-channels, including political, economic, social, and educational empowerment purposes. Users include ophthalmologists, optometrists, opticians, patients, parents, public officials, consumers, corporate and uniform organizations' personnel. Every country needs an OPTO EMR.

Besides being the world's 1st AI-based Diagnosis Justification for primary eye and vision care, it possesses all the critical touch-points features of a Clinic Management System, Online Try-on of worldwide eyewear, and cosmetic contact lenses, Enterprise Resource Planning, and Office Administrative software capabilities. These are all accomplished web-based projects completed and delivered to project sponsors by Enoch Low between 2004 to 2017. There is NONE in the world today that is even close to the full concept of OPTO EMR. Once developed to support mobile devices, it will close all doors or competition for eye, vision, and primary care intelligent and multi-channel software. 


Given COVID's new standard, which forces a re-start to most industries' businesses, OPTO EMR is strategic, coordinated via integrated channel efforts and patient-driven focus. All channels work together, governed by an overarching strategy to provide a smoothly consistent patient + healthcare provider experience. Each channel-avenue is aware of interactions that have occurred on other channels, and each learns valuable information from overall patient behavior to strengthen comprehensive channel experiences. 


OPTO EMR multi-channel experience thrives when channels like mobile, social and physical brick and mortar showroom/clinic are in sync. Users easily switch between channels and use selected routes simultaneously to enhance the experience, increase healthcare knowledge and self, choose treatment plans, and more potential purchases. 

To put merely, OPTO EMR is the natural evolutionary outcome of omnichannel marketing efforts, hosted on either Google or Microsoft Cloud Platform. It is the modern medical healthcare industry's E-commerce, Social Media, and online consultation service engine of the post-pandemic era. It drives multi-channel quality service marketing and set a precedent for the healthcare industry's new best practices put into play, along with a lot of creative, hard work, and support from its set of appropriately designed and developed technology cum marketing tools.

"Leaders need to accelerate their journey to the cloud in order to digitize quickly and effectively in the wake of COVID-19." McKinsey & Company

If you are a CEO of an organization or institution, you already know what the cloud can do for your business in a post-COVID-19 world. The CEO’s role is crucial because no one else can broker across the multiple parties involved, including the CIO, CTO, CFO, chief human resources officer (CHRO), chief information security officer (CISO) business-unit leads. 

The transition to cloud computing represents a collective-action problem that requires a coordinated effort across the team at the top of an organization. It’s a matter of orchestration, in other words, and only CEOs can wield the baton.

To get to the cloud more quickly, CEOs should ask their CIO and CTO what support they need to lead the organization on the journey. The chances are good that three interventions will emerge: 

1. Establishing a sustainable funding model to support the investments required to get business value from the cloud 

2. Developing a new business-technology operating model 2 that exploits cloud for speed, agility, and efficient scalability 

3. Putting in place the HR, compensation, and location policies required to attract and retain the specialized engineering talent needed to operate in the cloud. 


Together, these interventions will help the executive team unite around a coherent perspective about the business-driven value that the cloud represents, how to capture that value, and how to evolve the company’s operating model accordingly. Without this perspective, your company may continue to move too slowly toward cloud computing 3 for a post-COVID-19 “next normal”—creating the risk of disruption from nimbler attackers.



"Invest in digital strategy for business value in a time of crisis. Now is the time for bold learning at scale. Reinvent your business model at its core."

Going beyond comfort zones requires taking an end-to-end view of your business and operating models. Regardless of limited resources, leading companies' experience success by focusing on areas that touched more of their business's core and brought forth the best chance of success, in both the near and the longer term, than making minor improvements non-core areas. 

Healthcare organizations or institutions that make minor changes to their patient managed care and service marketing operation model's edges nearly always fall short of their goals. Tinkering leads to returns on investment below the cost of capital and changes (and learning) that are too small to match disruption's external pace. In particular, organizations rapidly adopting AI tools and algorithms and design thinking, and using those to redefine their business at scale have been outperforming their peers. 









































Having said, with regards to digital strategy, no company can accelerate the delivery of all its strategic imperatives without looking at mergers and acquisitions (M&A) to speed them along. M&A can help companies gain talent and build capabilities, even as it offers access to new products, services, and solutions, and to new market and customer segments. 

More broadly, we know from research into economic downturns that companies that invest when valuations are low outperform those that do not. These companies divested underperforming businesses 10 percent faster than their peers early on in a crisis (or sometimes in anticipation of a situation). They then shifted gears into M&A at the first sign of recovery. 

In more normal times, one of the main challenges companies face in their digital transformations is acquiring digital talent and capabilities through acquisitions of tech companies valued at multiples that capital markets might view as dilutive to the acquirer. The current downturn could remove this critical roadblock, especially with companies temporarily free from the tyranny of quarterly earnings expectations. Because valuations are down, the crisis and its immediate aftermath may prove an opportune time to pick up assets that were previously out of reach. We already see many private-equity firms actively looking to deploy large swaths of capital.












































The biggest challenge to OPTO EMR lies in the attitude and perception of professional healthcare providers towards Electronic Health Records (EHR). One of the critical features of OPTO EMR is the consolidation of a patient's entire eye and vision health history and information, including inpatient hospitalization records, outpatient clinic visits, laboratory results, imaging reports, and descriptions of medication, eyeglasses, contact lenses prescribed, and dispensed, notwithstanding sales history and payment records. 

Although EHR allows for improved safety and coordination of care, better overall care for the patient, and improved quality of documentation and administration efficiency, a centralized EHR can allow full interoperability and seamless transmission of patients' health information across different healthcare settings. Other advantages of EHR include enhanced clinical decision-making abilities and cost-effectiveness. There has been significant progress in EHR around the world with improved usability and increased usage. Yet, these systems have not been fully implemented and effectively utilized.

Many studies performed to elucidate professional healthcare providers' barriers and their approach to adopting and using EHR. Several of these barriers are similar enough to be combined and categorized together to form several distinct domains, namely: organization's influence and control, adequacy of training, adequacy of support, personal factors, and ethical–legal issues.

  • Barriers involving organization include the lack of administrator involvement in the healthcare provider's EHR implementation and an organization's control and supervision undermining its autonomy.

  • Barriers regarding the inadequacy of training include lack of workshop sessions and preliminary assessments and feedback to ensure that users are proficient and competent trainers. Adequacy of support remains either technical or financial support. 

  • Specific technical support barriers include a lack of interoperability in supporting and migrating data from previous systems, unreliable technological support, and a lack of technical assistance infrastructure.

  • The financial barriers involve mainly the cost of implementation and EHR maintenance. Personal factors affecting EHR use include senior elders in age, practice sites, computer literacy, technical sophistication, and perceived adverse effects on the patient-doctor relationship.


  • Ethical–legal issues include breaches of security and compromised patient confidentiality.




After reading UOW International Business and Strategic IT Management in 2002, I started EIC1881 Consultancy Pte Ltd on o1 Jan 2004, with an extraordinary team of fresh graduate programmers and a designer. Together, we studied the current state of web development tools and database architecture, including self-taught skills on integrating lean, agile, and design thinking methodologies to produce outstanding web projects and my blue ocean software projects. We had no uneasiness to positioned ourselves as a Fine Class agency offering interactive design and development, building e-Commerce websites, creating inspirational ad ideas, and writing persuasive marketing content that transforms conventional ideas into powerful messages. 

My works are testaments of my ability to produce rich and powerful websites back in 2004-5. It is also proof of my being ahead over all other web development companies in Singapore. Everything we made was self-composed in-house from graphic design, action-scripting, 3D, storyboarding, creative direction, music, copy-writing, voice-over, etc. I prefer to have control of the communication messages and visual quality.





At that time, my guiding principle for sales, marketing, business development is to differentiate by introducing non-static website design coupled with interactivity and motion media (video). For management or finance, purchasing or sales, service or cost accounting, production, or warehousing, we advocate the customization of the ERP system to help SMEs unlock their teams' full potential.


For employee/user skill upgrading, we introduced Teamviewer to conduct a remote online research cum self-training program to bring the technological innovation to life, setting the stage for user-2-user or P2P and B2B collaboration and communication, all delivering complete end-2-end customer experience.


1.  Singapore's 1st Web-based Motion Media (2004-05)

2.  World's 1st Online Try-on & E-Commerce for Eyewear & Vision (2004-05) 

3.  Clinic Management System with Data Warehouse, etc.  (2005-2014)

4.  Commodity Trading Platform for Risk Management (2007-08)

5.  World's 1st Artificial Intelligence EMR & EHR for Primary Eye Care, Eyewear & Vision, integrated with CRM, CMS, POS, GAAP, etc.

6.  Online Food Ordering Software for Pubs and Bars (2015-16)

7.  E-commerce for Japan's Konnyaku Rice & Shirataki Noodles (2017-18) 

From my works, and you can see a hybrid of minimalistic and maximalism. Can you sense the focus and impute? And the empathy, friendliness yet narcissistic all in the display? It is almost impossible to replicate such creativity and skills.

Breakthroughs and challenges, especially against the odds, such as "you need magic wane!" are like a roasted lamb put before me. It salivates my motivation. My goal is not always about money or fees. But the moment I discern that my energy investment can improve business health and or for the betterment of the industry, this is the trigger-point. To be the FIRST! 

Most of my innovative breakthrough-revelations come from Singing. It is yoga for my brain to evoke creative thoughts and new imaginations to conceive better solutions that meet new requirements, unarticulated needs, or existing market needs. ​While Singing is judge by vocal, control, and projection, OPTO EMR Innovation is judge by newness, inventive step, and industrial applicability. It brings about a new idea, a creative thought, a modern image in the form of product (system), and service (method)


Colleagues are never forever; only benefits are perpetual. The EIC1881 core team dispersed in early 2006 after presenting our Online try-on of fashion eyewear and E-Commerce concept in the 2005 BlueSky Carnival, organized by Spring Singapore. The reason is that I could not secure any financial support from banks and or government agencies who required a minimum of 3 years track record. Besides, we had to manage each local project with a minimal budget, great-expectations mindsets of clients, impossible deadlines, and even creepy work scope at that material period. 

Fortunate or unfortunate, during the Bluesky Carnival, I met with a group of Pediatricians from Singapore Baby and Child Clinic (SBCC). They saw my works and offered to design and develop a Clinic Management System (CMS) for them. The high 6-figure project fee tabled was just too irresistible. 

Together with three remaining members, we designed, developed, supplied, installed, tested, and commissioned the CMS software for General Practitioners and Specialists. In between, we managed to squeeze out some precious time to design and develop the Commodity trading-brokerage cum risk management system and OPTO EMR concept and its design and development plan. After completing the CMS, SBCC bundled the CMS intellectual property asset with the clinics’ business and sold to Healthway Medical Group, a PLC, for a whopping $77 million (2009). 

See Letter of Testimony by Healthway CIO at that time.


" It is imperative for government organizations and local banks or finance institutions to develop a legal connection and alignment between the strategy, performance-based execution, budgets, and loan disbursement to create greater long-term sustainable value for the sacrifices made by SMEs and New Startups. Otherwise, everything which the Singapore Ministers and PM said over mainstream media is just FICTION and NOT REALITY. Or to put it crudely, banks have no qualms throwing back the cake on the Ministers' face ! "

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World's 1st Artificial Intelligence Software for Healthcare Industry

- Starting With Ophthalmology & Optometry

Be Mindful

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What Constitutes a Primary Eye Care Examination?

The primary eye care examination must first and foremost adhere to that country's legal requirements where the practitioners are working. However, different government legislates their legal requirements differently. Some are extensive, and some are less comprehensive.

Specific professional organizations or institutions that practitioners are employed may also provide clinical guidelines of what an eye examination should include. These may be prescriptive or for guidance only. There are various types of formats classified into the test's data collection style or concentrates on the patient's symptoms. Regardless, the primary eye care exam could follow a clinician-centered approach or a patient-centered one.

What are the Formats of the Primary Care Eye Examination?

There are three main styles for a primary eye care examination, which could be used singularly or in combination: the database format, which uses a predetermined series of tests, the systems approach, which ensures an assessment of several systems, and the problem-oriented approach, which focuses mainly on the patient’s problems (Amos 1987, Elliott 1998). Also, clinical assistants would perform some parts of the eye exams.

Database Format

A database examination style means using essentially the same set of clinical procedures in every examination. The objective is to gather or collect an extensive 'complete' database of the patient's problems. Fresh graduates and even practitioners use the database style of examination because they need to keep practicing the various clinical techniques to update their technical competence. Sadly, in most cases, many returned it to the university after they are in private practice. 

Practitioners should always aim for technical competence, even after graduation and in private practice. A much greater task is gaining clinical competence. What do all the tests mean, and how do they interact? How do practitioners use test results to solve the patients' problems? Only once a practitioner has gained a high clinical competence level should the database style of examination be abandoned and another approach used.

System Approach

A systems examination style includes assessing visual function, the refractive and binocular systems, and an ocular health assessment. The optometric examination is defined not by tests used, but by the assessed (Table 1 below in Green). This approach is much more flexible as it does not demand the use of a particular collection of tests. In short, systems examination is all about assessing systems and not using individual tests.

Problem-oriented Approach

The problem-oriented examination aligns the examination around the problems reported by the patient. However, the analysis uses tests that help solve the patient’s problems as it is an advanced part of a systems examination approach (Amos 1987, Elliott 1998). The case history is critical when performing a problem-oriented examination.  From the information gained in the case history, the clinician should attempt to deduce a tentative diagnosis list.

The PAUSE of OPTO EMR software

The design and development of OPTO EMR was paused in the digitization process of the following Phases:

Phase 1 

How clinical tests and procedures are assessed in the research literature and how such reports should be designed for critiqued. The design also embraces and or factored in the theory behind the use of screening tests and their use in primary eye care exams.  Test procedures are than identified, listed and or created and populated in its respective groupings.


Phase 2

Enable comparison of the various formats of an eye examination and design the communication platform needed in primary eye care, notwithstanding patient-driven experience or patient-driven interactions to give more opportunities for healthcare professionals to connect with and engage such patients. In short, it means the implementation of Connections, Convenience, Choice, Conversation. But it also means a great deal more complexity for successful patient management execution. 

Phase 3

Adopt a standardized yet dynamic Case History format applicable to all medical fields and design the simplified processes it is completed or performed. Test procedures are than identified, listed, or created and populated in its respective group in terms of which system they assess.

Table 1: Classification and or Respective Group in terms of which system refers to one of the FOUR clinical oculovisual systems

Note: Other new classification can be added or incorporated into the database, such as Sensory or Motor Systems, etc.


Case History

Visual Acuity

Colour Vision

Visual Fields

Contrast Sensitivity

Disability Glare


Case History

Cover Test


Convergence Tests

Accommodation Tests

Suppression Tests

Pupil Responses


Case History

Visual Acuity



Subjective Tests

Near Add Determination



Case History

Visual Acuity





Pupil Responses


The PAUSE of OPTO EMR software (cont/-)

Phase 4 

Design and develop the above Subjective and Objective-Based Assessment (SOBA) test procedure templates. The design layout is directed towards the assimilation of a problem-orientated approach. (Read further below for its definition)

"The purpose of grouping these tests in such a manner, rather than in the order the practitioner typically used in an eye examination is to bring them back to appreciate the relationship between various tests that assess a particular system." Low Family of Optometrists & Opticians 

Phase 5

Video-clips of various clinical procedures and fundus and slit-lamp photographs are evidence gathered, categorized, tagged, and provided in OPTO EMR. This includes other diagrams and photographs from other research literature and or websites, as well as the introduction of a communication platform to facilitate communication skills and variations in appearance of the normal, healthy young and elderly eye.

The Digitalization Concept of OPTO EMR software

The principle concept of OPTO EMR is to put healthcare providers' clinical competence with the evidence-based research literature to produce specially designed test procedure-templates that are classifiable into various types of formats that induce Subjective, Objective-Based Assessment (SOBA). 

These test procedure templates serve to guide the clinical process in observation, assessment, and measurement during consultation and examination to form electronic medical records (EMR), diagnosis, and treatment plans. The final process is the auto-transcript of all information into the electronic health record (EHR).

In each type of test procedure, a set of historically populated data is displayed as an impute of the probabilistic aspect of an answer justification method to form the "abductive" diagnostic inference model.


The objective is to let the examiner perform in a structured and well-guided system that reminds them of the subject's knowledge, including resonates with their technical competence, which empowers them to produce accurate clinical and medical healthcare information findings.


The process outcome is significantly consistent. Whether by PhDs, specialists, new grad physicians, or experienced doctors, they all perform compatibly.

It is a novel concept that brings "professional accountability" to consumers of medical health care services. It serves as an ethic-based innovation that facilitates the critical performance measurement of the examiner's performance. The test procedures and format(s) can either be:


1.  database format, which uses a predetermined series of tests, 


2. the systems approach, which ensures an assessment of several systems and 


3. the problem-oriented approach.​ 


When medical professionals, or in this case, an ophthalmologist or optometrist or optician or health care assistants performance becomes transparent and measurable, it re-shapes the attitude and behavior to focus more on the quality and social benefits of work. It nullifies greed and the seductions of financial rewards and affects professional altruism and moral foundations of the medical profession positively.

Table 2: Approximate order sequence of testing for performing various procedures in a routine comprehensive optometric examination of an adult and or child patient.

1. Case history
2. Focimetry
3. Vision (Unaided visual acuity)
4. Unaided cover test
5. Habitual visual acuity
6. Aided cover test
7. Near point of convergence
8. Worth 4-dot
9. Motility testing
10. Interpupillary distance measurement
11. Retinoscopy (and autorefraction)
12. Subjective refraction
13. Distance modified Thorington (or alternative) 
14. Distance fusional reserves (or associated phoria measurement)

15. Amplitude of accommodation
16. Reading add determination (if required)
17. Near modified Thorington (or alternative)
18. Near fusional reserves (or associated phoria measurement)
19. Stereoacuity
20. Pupil reflexes
21. Slit-lamp biomicroscopy
22. Undilated fundus biomicroscopy (if the patient has large pupils)
23. Tonometry
24. Visual field screening (or analysis)
25. (If dilating the pupils): anterior angle assessment
26. Binocular indirect ophthalmoscopy (and fundus biomicroscopy)
27. Post-dilation tonometry
28. Discussion with the patient

What is the nature, and origins, of OPTO EMR software? What are funders helping to keep alive?

OPTO EMR is a universal primary eye and vision care system designed for the following purposes:

  1.   Patient management

  2.   Clinical process management

  3.   Clinical research management

  4.   Diagnosis justification or Deep neural learning
      (which means function that imitates the workings of the human brain in processing data and creating patterns for use in decision making.)

   5.   Monitor patient managed-care activity

   6.   Software as a service

   7.   Employee empowerment

   8.   Economic empowerment

   9.   Cultural empowerment 

 10.   Societal empowerment

 11.   National empowerment      

NOTE-1 Aim of Empowerment:

Empowerment is a set of measures designed to increase the degree of autonomy and self-determination in people and in communities in order to enable them to represent their interests in a responsible and self-determined way, acting on their own authority. It also aims to give employees the tools and resources necessary to make confident decisions in the workplace without supervision.

Note-2 Empowerment Factors:

  • Openness To New Ideas

  • Developing Others

  • Supportive And Trusted Manager

  • Recognition, Rewards And Encouragement

  • Positive Work Environment

  • Giving Team Members Authority

Note-3 Concept's Applicability (Digitizing at speed and scale):

Welcome to the “Next Normal”—the new reality emerging from the ongoing COVID-19 pandemic, such as life, public health, and business continue to evolve or change. The concept of OPTO EMR focuses on the vital role of digital in today’s healthcare industry. Many organizations were already in the throes of digital transformations pre-pandemic before COVID-19 accelerated the pace of business across the globe. Some sped up efforts already underway; but many others implemented digital capabilities for the first time—as a matter of survival. 

The target audience for the OPTO EMR software and other audiences and or beneficiaries the software may appeal to?

Our Ministry of Health's Chronic Disease Management program also aims to achieve better health outcomes for people with targeted chronic eye diseases and or chronic vision impairment. It is achievable by avoiding, delaying, or reducing the development of complications, which otherwise would lead to hospitalization and costly inpatient treatments. ​

The future's primary eye care and health are to transform vision disorder by forming an effective partnership between optometrists, medical specialists, and patients through high-quality information flow within the collaboration throughout the healthcare continuum. ​ By connecting OPTO EMR and primary eye and vision care providers, they can generate clear, compelling, and respectful clinical oculo-visual data of the patient and have its treatment progress up-to-date through electronic health records. ​

Consequently, it expedites accurate and meaningful treatment decisions at reduced costs and high-quality services. Its architecture enables flexible customization of eye examination formats. Primary eye and vision care providers can configure clinical test procedures relevant to the patient's problem. Finding, measurement, and assessment results are determined in the evidence-based test procedure templates to form the EMR. It serves to justify the EHR's diagnoses and treatment plans, which is auto-transcript to eliminate hand- written records' legibility.

When such information is extracted and consolidated into one record, it brings about "Professionalism". It paves the way for coordination of patient-centered care across the eye and vision healthcare delivery settings. In conclusion, the highest value of Opto-EMR is the daily sharpening of optometrists and opticians' various clinical techniques and technical competence when they perform eye examination in an EMR/ EHR oriented environment. When clinical tests data becomes transparent to the patients, whether the optometrist is a fresh graduate or an experienced clinician, the stage is on to attest one's expertise and genuine stewardship of eye and vision health care.

impact, popularity and ongoing demand

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PRIMARY CARE is the care generally accessible to patients by way of the first contact with a practitioner within a healthcare system. This contact is made directly by the patient without going through a 'gatekeeper,' screen, or referring party. ​ Primary care is usually delivered within a community and consists of essential services that a population of patients needs to sustain health. ​ Examples of primary care within Optometry practice include comprehensive eye examination, counseling, and education about eye health, prescribing and dispensing eyeglasses, and prescribing medication. ​


SECONDARY CARE is also known as acute healthcare. ​ It can be elective care, which consists of more specialized and expert diagnostic and treatment methods. Such care is dispensed or accessed upon referral from a primary care provider. ​ For example, when the primary care provider detected specific abnormalities and need a specialized opinion, they will refer to the secondary service provider. The treatment plan with the specialist patient care and or surgery is SECONDARY CARE.


TERTIARY CARE consists of that care applied when general and specialized diagnostic and treatment methods have been exhausted. ​ Tertiary care consists of specialized and expert methods to sustain, palliate, and rehabilitate patients to their optimal visual function despite complex, intransigent, or debilitating conditions. ​ An example of tertiary care in optometry includes LOW VISION services. ​


COMMUNITY EYE SCREENING is a crucial service function to act as the bridge between medical, rehabilitative, and educational programs. ​ The Ministries (Health and Education) has a significant responsibility in making eye screening compulsory. ​ Optometrists and Ophthalmologists have a significant role in contributing to the detection, assessment, and management of ocular anomalies for the community of young and senior citizens. ​


Eye screening aims to pick out those with evidence-based refractive error, amblyopic, binocular vision, and color vision. ​ It includes those who have visual functioning impairment even after treatment and or standard refractive correction and has a visual acuity of less than 6/18 to light perception or a visual field less than 10 degrees from fixation. ​ Once affirmed, the afflicted shall proceed for a comprehensive primary care examination.

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Patent Criteria 1 : Novel Concept/Newness

The eyes are the body's most highly developed sensory organs. Vision is linked and connected to a far larger part of the brain than hearing, taste, touch, or smell combined. People with vision problems are more likely than those with good vision to have diabetes, poor hearing, heart problems, high blood pressure, lower back pain, stroke, and increased risk for falls, injury, and depression.


An ophthalmologist and or optometrist performs a comprehensive eye exam. They assess an individual's vision and provide prescriptions for glasses and contacts; diagnose, treat, and manage eye injuries; detect disease in the eye, and provide services to rehabilitate some eye conditions through low vision rehabilitation and vision therapy.


The question is how to tell the clinical competencies of the optometrist and or ophthalmologist without visibility? How to tell the examination procedure carried out is not out of tradition or habit? Who possesses better clinical procedures in the primary eye and vision care? Without proper measurement, there is no feedback - a prerequisite for professional credence control. Without value measurement, the patient cannot justify paying for the eye and vision test procedures. 

Note: Evidence-based primary eye and vision care means integrating individual clinical expertise with the best currently available evidence from the research literature. 

OPTO EMR is the solution that guides the healthcare examiner in truly best practices measured in hundreds of percentage points difference. Best of all, it isn't more complicated. It is simpler. To simply put, the novelty of OPTO EMR innovation is focused on industry governance and professional accountability, which nobody put together this way before. Whether specialists carry out the consultation, examination, or clinical procedures in the primary eye and vision care, newly graduated opticians, or experienced vision and eye care optometrists, the Opto EMR ensures all to perform with optimal compatibility.


Clinical tests and procedures conducted on Subjective and Objective-Based Assessment (SOBA) test procedure templates will have matching findings and or value-based information populated according to past historical cases or big data. Once the examiner affirmed the data value, the information is populated in an Electronic Medical Record, enabling OPTO EMR to interpret and produce the DIAGNOSIS JUSTIFICATION (DJ) in the form of an Electronic Health Record. 

Another novel concept of Subjective and Objective-Based Assessment (SOBA) test procedure templates lies in the digitized processes of the evidence-based primary eye and vision care literature, case studies, and the accumulation of available patient data contributed by eye and vision care professionals' previous work. 

The professional conducting the consultation can validate their findings provided in each SOBA-format test procedure template. It includes the step-by-step methodology guide to derive at a non-discriminative conclusion. Alternatively, when the decisions differ from the given list of the SOBA-format test procedure template value, the examiner can instantaneously create and populate new data information based on their clinical observations, assessments, and measurements to support their decision. No technical proficiency is required to perform such a task given today's modern and user-friendly technology tools.  

Patent Criteria 2 : Inventive Step

Currently, 99.99% of eye and vision healthcare providers have implemented a Point Of Sale or Clinic Management System. Set aside its vastly superior business operation cum marketing capabilities, Opto EMR and its SOBA concept is the complete Optometry and Ophthalmology clinical solution. It is unquestionably a massive improvement to all POS and or Clinic Management System (CMS) available on this planet. 


  1. All POS and CMS focus on costs, i.e., business-operation and not eye and vision primary care. As such, service prices inevitably rise over time, and quality either remains inconsistent or even declines over time. On the contrary, an artificially intelligent diagnosis system affects the healthcare provider or consultation examiner, their assistants, and the organization's focus on the quality of clinical assessment mandatorily. As a result, service quality in the examination room and credence quality would inevitably increase, and costs fall over time.


  2. Whatever you measure improves. Opto EMR is a comprehensive eye and vision care solution with professional KPI based tractability. It eliminates human haphazardness and or heterogeneity while impacting the 5 elements of an effective making process in the clinical examination, tests, and diagnosis.

    a.  Clear rationalization of the type of problem
    b.  Boundary conditions and or the test options
    c.  Determine the right test or thing to do
    d. The correct steps or textbook actions
    e.  Feedback on the dispensing/treatment plan on what is working and what is not

  3. Opto EMR records the critical performance of the examiner in the consultation room. It also enables peer review of the tests, objective and subjective findings, diagnosis process, treatment/dispensing care action in timeliness based on the gathered grouped information, and informing knowledge and or productive-clinical experience

  4. Data alone without context is meaningless. Let us not confuse patient data with insight all the time. And the difference is not in the knowledge of the test procedure but the execution/doing. It all begins with the signs and symptoms and then prompting the examiner to select the appropriate tests to form the primary clinical examination procedures. 

    In every test procedure, objective and subjective assessment in the test template usually has only one potential correct/closest answer, and leave no room for opinion. This kind of grouped information is in pre-determined data, and its populated value is from past cases. It aims to improve comprehension, including extensive sampling, which establishes confidence in performing the test procedure.

  5. Next is the recording and populating the examiner's synthesizing, judgmental, and diagnosis-decision process in the digitally designed test templates. The objective and subjective findings, including its newly established values, form informing knowledge and or productive-clinical experience. And it continuously updates the grouped information in real-time. Eventually, the above becomes the basis and justification of the diagnosis and the appropriate dispensing of patient-managed care. 

Regardless of its medical faculty, when the clinical assessment is performed and guided by such a process system, it facilitates continuous open learning, case study, and clinical research simultaneously and in real-time. Consequently, the dispensing/treatment plan's outcome is likely to meet or exceed expectations, notwithstanding preventive medical care for the patient.



  • grouped information refers to a pre-selected list of "probabilistic aspects of an answer."

  • informing and productive-clinical knowledge/experience refers to new information findings discovered from assessment, diagnosis, communication, treatment, prevention, records, facilities and equipment, and integration​