Case Studies
Featured
The Massachusetts Hospital Association (MHA) created the Accountable Care Compass Awards to highl...
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...
Recognizing the need to build a just culture, the leadership team at Spaulding Rehabilitation Hos...
As the conventional analogy notes, change occurs when an organization finds itself atop a burning...
Nighttime or off-shift intubations are a low-frequency, high-risk procedure in a community hospit...
CDMHC’s innovative programs divert hundreds of patients from the hospitals and emergency departme...
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...
Education that increases awareness is one of the best ways to transform health outcomes. But, as ...
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 ...
The Joint Center for Political and Economic Studies and the Texas Health Institute developed a fr...
n 2008, Barnes-Jewish Hospital center for diversity and cultural competence developed an 18-hourc...
Transforming organizations, such as academic health centers or teaching hospitals, toward creatin...
Examples of and the rationale for strategies used to foster critical consciousness in the work of...
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...
Emory HealthcareAtlanta, GA Emory Healthcare, a large academic teaching system, deployed a patie...
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...
The goal of this performance improvement initiative was to improve patient safety and control hea...
Failure or delays in filling prescriptions at the time of hospital discharge contributes to poor ...
South Nassau Communities Hospital's goal for this initiative was to ensure rapid identification o...
St. Vincent's Hospital Westchester, division of Saint Joseph's Medical Center began this initiati...
The Problem More than one million serious medication errors occur each year in U.S. hospitals. T...
The Problem Almost 20 percent of Medicare beneficiaries are readmitted to the hospital within 30...
The Problem The women and infants department's lean journey began in early 2006 when a local hos...
From October 2009 to February 2011, MR CHAMMP sponsored 67 programs which were provided to the co...
