Case Studies
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The Massachusetts Hospital Association (MHA) created the Accountable Care Compass Awards to highl...
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...
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...
The Heathcare Association of New York State announced its 2015 Community Health Improvement award...
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...
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 ...
Data suggests that the hospital has a three year (2006-2009) CHF readmission average of 24.2 perc...
Preoperative/procedure testing for surgical, cardiac catheterization and scheduled C-section pati...
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...
The University of Michigan Health System used lean management and the plan-do-check-act cycle to ...
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...
Since 1999, anticoagulant therapy was one of the top three causes of adverse events. A Six Sigma ...
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...
A quality improvement project using Lean Six Sigma DMAIC method in a 500-bed tertiary medical cen...
In response to an increase in fall-related injuries in its skilled nursing facility, Champlain Va...
The Jacobi Medical Center Department of Radiology analyzed the 15.3 percent rise in annual comput...
Just three years ago, Mississippi Baptist Medical Center faced falling quality indicators, staff ...
The Problem The average ED length of stay was 413 minutes (6 hours, 53 minutes). Fourteen percen...
The Problem ThedaCare selected its radiation oncology (rad-onc) department to kick off a systemw...
The Problem Advocate Christ Medical Center's space in the admittance bay area and resource usage...
The Problem Wait times in the hospital's inpatient rehabilitation center were unacceptable; some ...
The Problem According to a study published online by Health Affairs on January 15, 2008, the med...
The ProblemAlthough Fairfield Medical Center had a fairly low rate of pressure ulcers, officials ...
The Problem The results of blood tests are crucial to physician decision making. At St. Luke's, ...
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 ...
