IHA case studies
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In 2008, the health system’s program to contact discharged emergency department (ED) and immediat...
Venous thromboembolism (VTE), defined as a deep vein thrombosis and/or pulmonary emboli, is linke...
The organization used Lean Six Sigma process techniques to identify and support improved efficien...
According to published research data, the majority of cardiac stent patients have no additional r...
Inconsistencies in the discharge process provide an opportunity to standardize that process, redu...
Patients discharged to home waited an average of 3.5 hours to complete all of the necessary steps...
The goal of this project was to reduce the amount of global office visits by using Lean Six Sigma...
The project catalyst noted inconsistencies in providing diagnosis-related, evidence-based interve...
The goal was to reduce errors in failure to document stop time for IV infusions to zero. Along wi...
The goal was to reduce errors in failure to document stop time for IV infusions to zero. Along wi...
The hospital implemented a new admissions nurse position in March 2014 to address the quality and...
The hospital implemented a new admissions nurse position in March 2014 to address the quality and...
The all-cause, 30-day readmission rates for the hospital are higher than both the state and natio...
The hospital used evidence-based tools and interventions to decrease hospital readmissions by tak...
Using FOCUS-PDCA, the hospital identified an opportunity to decrease the 30 day readmission rate ...
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...
A multidisciplinary team was developed with objectives to provide clear, easy to understand educa...
Customer satisfaction performance is a hospital strategic goal. Marianjoy's inpatient satisfactio...
