Case Studies
Featured
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 ...
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...
National Academy of Clinical Biochemistry guidelines for biomarkers of acute coronary syndrome an...
Recognizing the need to integrate physicians and other providers into its quality improvement pro...
Sharing best practices and facilitating peer-to-peer learning were core elements of the AHA/HRET ...
Excellent patient-centered care is the goal of a program implemented by the team at McDonough Dis...
Southeastern Health, Lumberton, N.C. 452 beds 16,000 impatient admissions 76,000 emergency d...
St. Vincent’s Medical Center, Bridgeport, Conn. 396 licensed beds Full-service teaching hospi...
Emergency department overcrowding has created patient throughput challenges with 2012 volume alre...
Preoperative/procedure testing for surgical, cardiac catheterization and scheduled C-section pati...
The University of Michigan Health System used lean management and the plan-do-check-act cycle to ...
Utilizing PDSA, the hospital’s multidisciplinary team utilized evidence based best practices to e...
A quality improvement project using Lean Six Sigma DMAIC method in a 500-bed tertiary medical cen...
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...
The Brooklyn Hospital Center formed a multidisciplinary rapid response team in 2009 to respond to...
The goal of this performance improvement initiative was to improve patient safety and control hea...
The Jacobi Medical Center Department of Radiology analyzed the 15.3 percent rise in annual comput...
Effective teamwork and communication techniques can improve quality and safety, decrease patient ...
This project was initiated by David Lyons, Director of Respiratory Therapy at St. Francis Hospita...
In 2010, Southampton Hospital discovered that its process for checking and maintaining equipment/...
The Brooklyn Hospital Center Family Medicine Department made a commitment to improve the quality ...
The Problem Administrative burdens and inefficient processes left nurses spending just one-third...
The Problem The average ED length of stay was 413 minutes (6 hours, 53 minutes). Fourteen percen...
The Problem A new 192-room patient bed tower was constructed and designed with a new decentraliz...
The ProblemAlthough Fairfield Medical Center had a fairly low rate of pressure ulcers, officials ...
