IHA case studies
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Managing the flow of patient throughput is essential to preventing overcrowding in the emergency ...
Turnaround time for immunohistochemistry (IHC) stains in the laboratory of a 500 bed tertiary car...
The goal was to reduce delay in patient care by decreasing patient wait times for a CT exam from ...
Operational and physician leaders identified an opportunity to decrease the use of off-site telem...
The organization used both discrete event and live simulation methodologies to ensure the smooth ...
The emergency department (ED) was experiencing an increase in door-to-doctor times due to high pa...
Boarding patients in the emergency department (ED) is detrimental to patient care, and evidence s...
Outpatient registration at OSF Center for Health required patients to stand in line for extended ...
The Illinois Health and Hospital Association's Institute for Innovations in Care and Quality, Qua...
National Academy of Clinical Biochemistry guidelines for biomarkers of acute coronary syndrome an...
Data from the AHRQ Safety Culture Survey indicated the need to improve mechanisms for incident ca...
Recognizing the need to integrate physicians and other providers into its quality improvement pro...
Excellent patient-centered care is the goal of a program implemented by the team at McDonough Dis...
Using FOCUS-PDCA, the hospital identified an opportunity to decrease the 30 day readmission rate ...
Data suggests that the hospital has a three year (2006-2009) CHF readmission average of 24.2 perc...
The traditional behavioral health access model of calling for an appointment which is subsequentl...
Emergency department overcrowding has created patient throughput challenges with 2012 volume alre...
Preoperative/procedure testing for surgical, cardiac catheterization and scheduled C-section pati...
Utilizing PDSA, the hospital’s multidisciplinary team utilized evidence based best practices to e...
Following a high rate of central line-associated blood stream infections in the fourth quarter of...
Good Samaritan Regional Health Center’s medical unit required four hours, 18 minutes to discharge...
An opportunity was identified to improve the care of the ventilated patient through education and...
After experiencing an increase in CLABSI, the vascular access team and infection prevention and c...
A quality improvement project using Lean Six Sigma DMAIC method in a 500-bed tertiary medical cen...
Excess days were identified as an area for improvement due to the disparity between hospitals wit...
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...
Since 1999, anticoagulant therapy was one of the top three causes of adverse events. A Six Sigma ...
The quality assurance department developed a system for tracking quality indicators in every depa...
A pressure ulcer team was developed and Plan-Do-Study-Act practice was used to focus on process c...
