Case Studies
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The Massachusetts Hospital Association (MHA) created the Accountable Care Compass Awards to highl...
Since 1999, anticoagulant therapy was one of the top three causes of adverse events. A Six Sigma ...
A Lean project to address why physicians were not receiving lab results in a timely manner was im...
This Lean project focused on improving processes in central sterile processing. All processes for...
A quality improvement project using Lean Six Sigma DMAIC method in a 500-bed tertiary medical cen...
In response to an increase in fall-related injuries in its skilled nursing facility, Champlain Va...
The Jacobi Medical Center Department of Radiology analyzed the 15.3 percent rise in annual comput...
Just three years ago, Mississippi Baptist Medical Center faced falling quality indicators, staff ...
The Problem The average ED length of stay was 413 minutes (6 hours, 53 minutes). Fourteen percen...
The Problem ThedaCare selected its radiation oncology (rad-onc) department to kick off a systemw...
The Problem Advocate Christ Medical Center's space in the admittance bay area and resource usage...
The Problem Wait times in the hospital's inpatient rehabilitation center were unacceptable; some ...
The Problem According to a study published online by Health Affairs on January 15, 2008, the med...
The ProblemAlthough Fairfield Medical Center had a fairly low rate of pressure ulcers, officials ...
The Problem The results of blood tests are crucial to physician decision making. At St. Luke's, ...
The Problem The women and infants department's lean journey began in early 2006 when a local hos...
The Problem Several processes used in the care of patients of Advocate Illinois Masonic Medical ...
