Resource Library
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The Problem--Emergency departments were at capacity or beyond it, extending wait times. This resu...
The patient experience as measured by patient satisfaction scores is an organizational goal. In t...
St. Joseph Regional Health Center went on a Lean journey to not only save money, but improve the ...
Lean transformation means improved patient care, employee satisfaction and reduced costs as MSHA ...
Southeastern Health, Lumberton, N.C. 452 beds 16,000 impatient admissions 76,000 emergency d...
Telepsychiatry is playing a pivotal role in providing timely care to hospitalized mental health p...
An ED case management program was developed to implement tactics focused on reducing ED avoidable...
Preoperative/procedure testing for surgical, cardiac catheterization and scheduled C-section pati...
Emergency department overcrowding has created patient throughput challenges with 2012 volume alre...
Utilizing PDSA, the hospital’s multidisciplinary team utilized evidence based best practices to e...
Good Samaritan Regional Health Center’s medical unit required four hours, 18 minutes to discharge...
Customer satisfaction performance is a hospital strategic goal. Marianjoy's inpatient satisfactio...
With nearly half of all emergency departments operating at or above capacity and the majority of ...
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...
Improving patient flow throughout the Bon Secours Charity Health System is critical to patient sa...
Emergency department admitted patients used to wait an average of 24 hours for an inpatient bed a...
The medical standard for timely angioplasty was 90 minutes door to balloon. The average for Lehi...
When change proves challenging, involving everyone in the process can be key. Advocate Good Sheph...
The Problem Inefficiencies in the fast track at Thomas Jefferson University Hospital have long b...
