Case Studies
Featured
The Massachusetts Hospital Association (MHA) created the Accountable Care Compass Awards to highl...
The Illinois Health and Hospital Association's Institute for Innovations in Care and Quality, Qua...
Ascension Health created a business unit called Transformational Development. It is charged with ...
The Problem--Emergency departments were at capacity or beyond it, extending wait times. This resu...
Southeastern Health, Lumberton, N.C. 452 beds 16,000 impatient admissions 76,000 emergency d...
Wheaton Franciscan Healthcare (Glendale, Wis.) 11 hospitals, 70 clinic sites, three long-term ...
Bellin Health SystemGreen Bay, WI Bellin Health System is a nonprofit integrated health care del...
Mayo Clinic has four operating unites to create new tools, processes and businesses. The Division...
Improving patient flow throughout the Bon Secours Charity Health System is critical to patient sa...
Appropriate treatment for pressure ulcers requires accurate initial evaluation and the ability to...
Continuum Health Partners' pay-for performance program (P4P) is designed to partner with physici...
Highland Hospital established its Rapid Response Team in late 2006 to provide a quick, multidisci...
The Jacobi Medical Center Department of Radiology analyzed the 15.3 percent rise in annual comput...
Aurora Health CareMilwaukee, WI The Problem Aurora Health Care is a nonprofit, integrated delive...
Holy Cross HospitalSilver Spring, MD425 Beds The Problem Holy Cross is a not-for-profit teaching...
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 Incorrect patient identification through the registration process increases the pote...
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 ProblemFlowers wanted to improve its performance on the 28 quality measures that are featured...
The Problem Good Samaritan's LWBS rate (2.1 percent) is close to the national average (2.0 perce...
The Problem According to a study published online by Health Affairs on January 15, 2008, the med...
The Problem The women and infants department's lean journey began in early 2006 when a local hos...
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 Nurses have always stuggled with balancing time between their workloads. Employee sa...
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 Carolina Medical Center-Mercy worked on patient throughput in its ED, while developi...
Holy Cross Hospital Health Centers are primary care medical centers that provide affordable servi...
