Case Studies
Featured
The Massachusetts Hospital Association (MHA) created the Accountable Care Compass Awards to highl...
Improving patient flow throughout the Bon Secours Charity Health System is critical to patient sa...
Overcrowding and bottlenecks with patient flow plague hospitals and emergency rooms across the co...
In 2008, a project was underway to renovate Southampton Hospital's emergency department (upgradin...
In 2010, Southampton Hospital discovered that its process for checking and maintaining equipment/...
In March 2009, after assessing staff's knowledge about fire prevention and safety, St. Mary's Hos...
Emergency department admitted patients used to wait an average of 24 hours for an inpatient bed a...
This P2P Series presents case studies of hospitals improving their environments to better support...
Just three years ago, Mississippi Baptist Medical Center faced falling quality indicators, staff ...
The Problem Administrative burdens and inefficient processes left nurses spending just one-third...
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 Inefficiencies in the fast track at Thomas Jefferson University Hospital have long b...
The Problem Vanderbilt's project didn't address a problem so much as it focused on a goal: to be...
The Problem Like many hospitals, Westmoreland struggled with significant ED crowding and patient...
The Problem More than one million serious medication errors occur each year in U.S. hospitals. T...
At any one time, more than 100 patients are in this busy and complex ED. Historically, staff acti...
The Problem Advocate Christ Medical Center's space in the admittance bay area and resource usage...
The Problem A new 192-room patient bed tower was constructed and designed with a new decentraliz...
The Problem In a 2008 medical staff satisfaction survey, 93 percent of Advocate Good Shepherd ph...
The Problem Emergency departments across the nation are being stretched as more Americans rely o...
The Problem Wait times in the hospital's inpatient rehabilitation center were unacceptable; some ...
The Problem When the performance improvement team began to take stock of the situation in Advoca...
The Problem Medication safety is a strategic imperative in the organization. Each aspect of the ...
The ProblemAlthough Fairfield Medical Center had a fairly low rate of pressure ulcers, officials ...
The Problem Good Samaritan's LWBS rate (2.1 percent) is close to the national average (2.0 perce...
The Problem Hazleton General Hospital officials were unhappy with their performance on a number ...
The Problem According to a study published online by Health Affairs on January 15, 2008, the med...
The Problem Medication errors are among the most common medical errors, harming at least 1.5 mil...
The Problem MRSA accounts for more than 18,000 deaths annually nationwide, according to the CDC....
The Problem St. Francis struggled getting non-emergent patients from the door to an ED bed in a ...
The Problem The results of blood tests are crucial to physician decision making. At St. Luke's, ...
The Problem Several processes used in the care of patients of Advocate Illinois Masonic Medical ...
The Problem Advocate Lutheran General Hospital admits 32 percent of its emergency department pat...
The Problem According to the American Heart Association, heart failure affects about 5.7 million...
The Problem The emergency department corrective action team began May 2, 2007 with the mission s...
The Problem DMC wanted to chart a new path for fulfilling its mission of offering the best possi...
The Problem Like many urban safety net hospitals, Hahnemann University Hospital struggled with o...
The Problem Norwalk Hospital was an early developer and user of health information technology. I...
The Problem Carolina Medical Center-Mercy worked on patient throughput in its ED, while developi...
With the goal of improving patient care while cutting waste and cost, a team of employees met to ...
In 2004, officials at Miller Electric, a division of Illinois-based Illinois Tool Works, knew the...
