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Benchmarking

How's the health of your state?

The America's Health Rankings website has an interactive map that shows the relative status by state for a number of health-related conditions and environmental factors including overall death rate, incidence of cancer and STDs, and levels of pollution.

Sepsis Toolkit, Sepsis Program Implementation Guide for NSW Healthcare Facilities

Sepsis continues to be a disease with high mortality, low clinical standard adherence, and high cost variation for many healthcare organizations. This Sepsis Toolkit from down under may be a useful reference for organizations looking to improve the quality of care for treating sepsis.

Implementation of a Hospital-Wide Labor Productivity Monitoring System; a Case Study

This presentation at the Healthcare Process Improvement Conference 2013 describes how UF and Shands launched a major initiative to develop a labor productivity system to right-size the organization and to provide a sustainable tool to department directors helping them manage resources.

Hospital inpatient waste identification tool

The Hospital Inpatient Waste Identification Tool provides a systematic method for hospital front-line clinical staff, members of the financial team, and leaders to identify clinical and operational waste and subsequently prioritize and implement waste reduction initiatives that will result in cost savings for the organization.

Tools, techniques, and best practices in the emergency room 

Long waits in the waiting room, patients leaving without being seen, patients boarding and holding in the ED, delayed test results, and diversions. Have you encountered these issues in your ED? This presentation from a prior SHS Conference highlights improvements through several ED projects at HCA and will provide you with a sample of the tools utilized, results, best practices, and lessons learned.

Delivering consistent and lower cost care in the post-acute and long-term care setting 

This presentation at the Healthcare System Process Improvement Conference 2013 addresses labor productivity in the post-acute setting. As labor rates continue to rise and represent the highest expense in the post-acute and long term care industries, providers are turning their attention to scheduling solutions that more appropriately align their workforce to patients' need. Traditional industrial engineering tools such as work measurement are leveraged to provide a more accurate definition of cost of care as well as staffing models that closely align labor to patient care demands.

 Management tools for internists, designing the patient schedule 

This article describes best practices for setting up a productive internal medicine clinic. Many of the practices described in this article can be applied for improved throughput and patient satisfaction in other types of ambulatory clinics.

Applying science and strategy to operating room workforce management

This article in Medscape Today describes an approach at Cleveland Clinic to improving management of the operating room workforce. It provides some interesting reference values for average staffing per room, skill mix and in-room staff utilization percentages.

Patient experience and physician productivity: Debunking the mythical divide at HealthPartners Clinics 

It is a common presumption that patients satisfaction and physician productivity are somewhat exclusive. This study in the Permanente Journal helps dispel commonly held myths about the exclusivity of productivity and patient satisfaction, suggesting that 1) there are many physicians who excel in both areas simultaneously, and 2) there are different characteristics associated with varying levels of performance.

Kaiser Permanente's healthcare IT journey

This presentation (large download) at the 2012 World of Health IT Conference describes how Kaiser Permanente is successfully leveraging IT resources to improve patient care.

Reducing hospital readmissions: Lessons from top-performing hospitals 

A 2011 report from the Commonwealth Fund describes how four top-performing hospitals in readmission rates for heart attacks, heart failure, and pneumonia, manage care processes.

40 hospital benchmarks

Becker's Hospital Review recently compiled a list of 40 hospital benchmarks derived from recently reported information in the public domain. This limited benchmark provides some comparison of performance in quality, patient experience, finance, and operations.

Management engineers

Management Engineering: What is it?

Recruiting change: Process and productivity improvement in human resources

A traditional process improvement methodology leads to changes within a hospital's HR department.  Results from time studies, swim lanes, and simulation are used to support the proposed solutions.

5 projects, 5 hospitals: Using DMAIC for rapid quality improvements

Pressure Ulcer, Falls, Catheter-Associated UTI, Central Line Infection, and Objects Left in Surgery are addressed using process improvement methodologies.

SHS Staffing budgets: It’s not just FTEs

A system for appropriate oversight of budgeted FTE's is discussed.

Premier picks 23 top performing hospitals

Publicity article describing Premier's release of top performers

SHS Data-driven decision making to control pharmacy costs

Pharmacy decision-making is discussed, with focus on controlling costs.

SHS Breaking the supply chain barrier: "Can I do this on my own?"

Successful supply chain management is discussed.  Examples show potential savings and describe the buy-in needed to achieve those dollars.

SHS Development and Implementation of a Healthcare-Based Economic Evaluation Methodology

A methodology for standardized evaluation of the financial impact of operational and patient care improvements is discussed.

SHS Utilizing Industrial Engineering Student Teams to Benefit Management Engineering Efforts

An ED lean project is discussed, highlighting some advantages that undergraduates can bring when partnered with professionals in the field.

SHS Encouraging Management Engineering in Safety Net Hospitals

Several change management projects are covered in brief, moving rapidly through high-level descriptions of problem/intervention/impact steps.

SHS In by 9 out by 6 - Load Leveling

Detailed description of a lean project to improve TAT in the CT Scan department.

SHS Improved Scheduling in a for Profit Surgical Center

In a for-profit ambulatory surgical center, the current scheduling method often results in cases starting later than the initial plan. The presentation describes an implementation of clustering as well as multiple simulations of different possibilities.

SHS Building Lean From the Ground Up

The surgical admitting process is targeted with a lean event.  Current and future state is described, the process of improvement is shown, and results are discussed.

SHS In the Quest for Performance Excellence: Deployment of Lean Manufacturing Principles in Healthcare Delivery Processes

Three successful lean projects are discussed in detail.  The ED, Radiology, and HR departments all show significant improvement.

SHS Using Lean Methodology to Improve Patient Safety and Clinical Quality

Three successful lean projects are discussed in detail.  Specimen Labeling, Surgery and Endoscopy Pre-Op, and Inpatient Nursing Crash Cart projects all demonstrate significant improvement.

SHS Reaching New Levels of Patient Safety Through Improved Specimen Labeling

Results of a hospital-wide specimen labeling lean project is discussed.

SHS Productivity and Quality Indicator Monitoring

A productivity monitoring system is installed and used to manage budget

SHS Establishing Nursing Staffing Requirements in an Imaging Environment

A study is done to improve the communication between and expense of the nursing staff associated with all imaging modalities.

SHS Finding the Right Improvement Opportunities - BEST Bang for the Buck

A productivity monitoring system is installed and used for each department in the system to measure budget compliance, production efficiency, and patient satisfaction.  Decisions must be made regarding the weighting factors of each input to determine each department's relative score.

SHS Re-positioning Accountability in Labor Management: Success Stories

Implementation of productivity monitoring programs are discussed

SHS Get em In - Get em Out

Multiple projects and results are discussed in the goal to continuously improve patient flow.

SHS StaffingMatrix - A Powerful Tool for Balancing Staffing and Demand

A hospital implements improvements in staffing to hourly changes in RN demand.

SHS Improving Patient Flow from the ED to a Nursing Unit

A lean event focused on patient flow out of the ED was conducted, and results are discussed

SHS Enhancing Performance Excellence: Total Emergency Services Redesign

All processes in an ED are redesigned, with multiple outcomes showing improvement.

SHS The Journey Toward a Lean ED

A 100,000 annual visit hospital ED is redesigned using lean principles. Wait times decrease and pt satisfaction and revenue increases.  Simulation shows further viability of new processes.  This presentation is made by a MD who became a lean coach.

SHS Going Beyond - Finding New Ways to Analyze Revenue Cycle Performance Improvement

Issues with billing denials can be addressed by creating and addressing a Pareto chart of top reasons for lack of payment.  This is analyzed through implementation.

SHS Creating a Flexible Position Control Process--Linking Management Engineering and Human Resources

Process improvement within the HR department is shown through this project dealing with RN flex staffing.

SHS Power of Observation for Lean Six Sigma Initiatives in Health Care

Observation of production processes is a key part of process improvement.

SHS Lean Concepts for the Service Industry: Healthcare Pharmacy Example

A lean project is done with a general physician clinic and an outpatient pharmacy; results are discussed.

SHS Improve Outpatient Clinic Access and Service with Lean Six Sigma

A lean project is done at a cardiac clinic.  Problem is to reduce wait time for an appt and cycle time of the appointment.  Results are discussed.

SHS Gain Competitive Advantage by Aligning Process Improvement with Hospital Strategy

Changing managerial thought is a process; this presentation demonstrates one way that managers are forced to confront the reality of differing goals/expectations of other managers they must work with.

SHS Putting Data Into Action in the Operating Room Setting

New ways to display OR data are proposed in this presentation.

SHS Optimization of Surgical Scheduling

An OR's case scheduling process is studied; improvement projects are proposed.

SHS Improving Patient Care - Case Carts and the Operating Room

Reasons for delay in creation of case carts are addressed.  SPD often has inefficient workarounds as part of their daily routine.

SHS Streamlining Your OR

A hospital undertakes a systemic improvement of their OR suite.  The process and final results are detailed.

SHS Size Matters; How Big Does Your ED Need to Be?

A Premier consultant discusses lessons learned from performing many Lean ED projects during her career.

SHS Applying SHS Conference Learnings Back at the Ranch

Emergent Care was redesigned to decrease wait time significantly.

SHS Managing Variability in Patient Flow - Data, Process, Sustainability

Methods of confronting and smoothing the variability of patient flow are discussed.

SHS Weekend Services: The Patient is Here, So Why Aren't We?

A 848-bed hospital is experiencing long LOS and targets ancillary service availability as one potential source of improvement. The project discussed tracks the data, demonstrates immediate results, and suggests future improvements.

SHS Optimizing Cargiver Workflow in a New Pediatric Intensive Care Unit

A lean project generated proposals for rescheduling the providers' workload. During testing of the proposals, daily departmental volume was completed significantly earlier in the day.

SHS Engaging Staff in Lean Improvements for Patient Care Settings

4 lean projects were performed - pharmacy, lab, outpatient clinic, and telemetry unit. Each project was meticulously documented in the presentation. Pre- and post- metrics are included, as well as a discussion of sustainability.

SHS Recruiting Change: Process and Productivity Improvement in Human Resources

Improvements within an HR department are proposed and implemented. Results are examined, as well as a simulation of the process.

SHS A World of Innovation: Beyond Productivity at The Ohio State University Medical Center

A system-wide reporting tool for each cost center is developed and implemented. It is adopted as part of the budgeting process.

SHS Our Lean Journey Continues and What A Year It's Been!

Lean projects at Kaiser Permanente are detailed and discussed. The report is a system-level presentation showing many departmental improvements.

SHS A Better Way to Manage Supplies

Two supply cost projects are described, analyzed, and discussed.

SHS Enhancing Hospital Health Information Management Using Industrial Engineering Tools

Lean principles are utilized during analysis and transformation of a HIM department. Results and lessons learned are discussed.

SHS Henry Ford West Bloomfield Hospital Recruitment Redesign

HR process redesign cuts down the time spent at each process step. Lessons learned, sustainability, and metrics are discussed with the group during this presentation.

SHS Delivering Faster Lab Turnaround Through Lean

Lab collection and processing techniques are examined and improved. Results are discussed.

SHS Lean System for Managing© (LSFM), the Missing Change Management Tool Lean

The authors present a tool for introducing lean across a system. Results from selected projects are discussed.

SHS 5 Projects, 5 Hospitals: Using DMAIC for Rapid Quality Improvement

System-wide implementation of Lean Six Sigma has resulted in many successes. This presentation discusses the rationale for their overall strategy.

SHS Sustaining VAP Bundle Compliance in the ICU: A Model of CQI

The IHI Bundle was implemented; metric changes are documented and discussed. Several nursing practices were also changed.

SHS Cost Justification of New Technology - Measuring ROI

Hospital IT implementations must make assumptions to generate and defend the ROI. Several assumptions relevant to initial facilities planning are considered within this presentation.

SHS Capturing Supply Charges in the Emergency Department: How and Why?

ED charge capture is a constant problem for hospitals. This presentation covers one system-wide approach to increasing the capture rate.

SHS Premium Pay - Are You Paying Too Much for Your Labor?

HCA discusses its methodology for monitoring its usage of premium pay to ensure they use as little as possible.

SHS 5 Critical Success Factors to Achieving Positive Clinical/Financial Outcomes

RFID tags are a solution to the problem of losing items within hospital walls. This presentation discusses some of the requirements, accomplishments, and potential drawbacks of systemwide installation.

SHS Reducing Inventory Waste Through Material Pull

A pull system is implemented within a surgical suite, saving on inventory cost. Other accomplishments and lessons learned are discussed.

SHS Lessons Learned Implementing Lean Sigma in Healthcare

Any organization implementing lean six sigma will experience both success and failure. This presentation describes some of the "growing pains" of one system, as well as a methodical demonstration of the lean tools utilized in their improvement efforts.

SHS Beginning a Hospital Lean Improvement Journey in the Clinical Laboratory

Motivation is made for performing lean improvements within the lab.

SHS A Six Sigma Approach to Denials Management

Payment denials were decreased, resulting in a cost savings of $1.6 million annually. This project steps through the list of improvements made.

SHS Using Lean Techniques to Improve Turnaround Time and First Case Starts in the Operating Room

Turnarounds and first case starts are improved using a variety of lean techniques. Sustainability, achievement of buy-in and metric details are also discussed.

SHS Improving Surgical Services Through Enhanced Ancillary Support

Lean improvement projects are performed within the supplies delivery function of a surgical services suite.



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