This engaging presentation at the 2013 Healthcare Systems Process Improvement Conference in New Orleans, describes an actionable transformational leadership roadmap for navigating common organizational obstacles using a non-biased Lean approach at Advocate Condell Medical Center in the Greater Chicago area. As a result of embracing an innovative transformational roadmap, the organization experienced a significant turnaround both financially and culturally, including a $50 million dollar financial swing and a top percentile workforce satisfaction rank.
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.
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.
A recent article in Becker's Quality Control and Infection Control describe how Lean Management drives continuous improvement at 1,100-bed Barnes-Jewish Hospital. In the article, Hospital Chief Medical Officer, John Lynch, M.D., describes how physicians have embraced Lean at Barnes-Jewish. He also describes how Lean Management projects have reduced central line infections, pressure ulcers, and diabetes medication errors, and improved patient coordination between different levels of care.
In this presentation at the SHS Healthcare Systems Process Improvement Conference 2012, the authors discuss how aircraft accidents and patient safety failures are generally related to a lack of communicating and decision making skills in dynamic environments. Crew resource management (CRM) was developed by the aviation industry resulting in dramatic improvement in airline safety. Based on this success, CRM training and methods are being adopted by healthcare organizations throughout the world to improve patient safety.
The Wall Street Journal recently featured an article on how Hunterdon Medical Center reduced hospital-acquired infections with a number of high-impact interventions aimed at improved hospital cleaning. The 178- bed hospital in New Jersey was able to reduce different types of infection by between 66 percent to 79 percent between 2006 and 2011.
By applying core industrial engineering principles, students in Dr. Matthew Sanders' senior capstone class helped Genesys Hospital in Flint, Mich., evaluate and streamline its visual cueing system to better alert hospital staff, visitors and patients about fall risks.
A multidisciplinary group at Presbyterian Healthcare Services teamed together to meet the Joint Commission National Patient Safety Goal and to reduce the central line infection rate to less than 1 per 1,000 patient days. The team used a Lean Sigma improvement methodology to identify a number of countermeasures including checklists, education, defined observer, and a standardized central line kit. In the first six months of the project, the central line infection rate was reduced to .22 infections per 1,000 patient days.
A recent feature in Binghamton's Watson Review describes ongoing healthcare improvement research at the Watson Institute for Systems Excellence (WISE). Ongoing healthcare research at WISE includes research in ED throughput and supply chain. WISE researchers collaborate with a number of hospital systems including Vitua, Mayo, and Wilson and Binghamton General Hospitals. Thirteen research assistants in the WISE program have recently been placed in healthcare organizations.
Nursing leaders at Our Lady of Lourdes Medical Center in Camden, New Jersey, engaged staff to improve patient and employee satisfaction and reduce staff turnover on a medical-surgical unit using the Transforming Care at the Bedside (TCAB) model developed by Robert Woods Johnson Foundation and the Institute for Healthcare Improvement. The team focused on a set of directed methodologies and conducted a number of experiments that resulted in dramatic improvement.
In a recent New York Times article, Pauline W. Chen, M.D. makes a case that organizational culture is more important than technique and technology in providing quality healthcare.
Popular author and speaker Atul Gawande challenged the 200 graduates of the 2011 Harvard Medical School to pursue a more systematic approach to delivering healthcare. He used pit crews and cowboys as examples of working as a system.
In this Ezine article author Gerald Leone describes how lean tools and principles were successfully applied in preparation for a Joint Commission Survey.
In this presentation at the 2011 Society for Health Systems conference, Cindy Hafer provides a comprehensive look at how Nationwide Children's Hospital in Cincinnati is moving to eliminating all preventable harm to patients through a comprehensive safety initiative.
Sunnybrook Health Sciences Centre is considering implementing recommendations made by three fourth-year students at the University of Windsor Industrial and Manufacturing Systems Engineering as part of their capstone project. Ben de Mendonca, Josh Vandermeer and Andrew Phibbs, conducted an intensive examination of the system used by the emergency department to collect and label patient blood samples.
Pharmacy leaders at Elkhart General Hospital, in Elkhart, Ind., applied a number of lean concepts resulting in lower operational costs and improved patient care. Examples of improvements cited in the Modern Medicine e-zine article were to redeploy two pharmacists to clinical roles, consolidate unit medications, and reduce batching of IV medications.
In a recent presentation at the 2011 SHS Conference, Brian H. Fillipo delivered a presentation on a comprehensive approach to reducing patient falls across seven Bon Secours hospitals in Virginia.
Vision based recognition of hand gestures is being researched at Purdue University to control a robotic scrub nurse and access images during surgical cases. The research could lead to short case lengths and reduced infections according to the Purdue University News website.
A recent article in AORN Management Connections by Carina Stanton describes how three healthcare organizations are implementing lean.
In this 2010 presentation at the Dartmouth School of Engineering, SHS contributor and past president, James Benneyan, Ph.D., from the School of Mechanical, Industrial and Manufacturing Engineering at Northeastern University discusses that challenges of measuring performance of evidenced-based medicine and provides solutions to address these challenges.
A case study for reducing workplace noise on a pediatric nursing unit and maintaining appropriate noise levels.
In research sponsored by the Agency for Healthcare Research and Quality (AHRQ), UW researchers summarize findings and associated research from a 2009 conference in a report entitled Industrial and Systems Engineering and Health Care: Critical Areas of Research.
Susan F. South, senior consultant, ValuMetrix® Services and Jo Ann S. Hegarty, worldwide marketing director, ValuMetrix® Services provide a description of improvements in blood transfusion processing by applying lean concepts at 14 different laboratories in three different countries. The average savings per site was more than $190,000, excluding savings associated with improved inventory management.
In this presentation given at the 2010 SHS/ASQ Healthcare Division Conference, the authors describe how a Baldrige Award-winning hospital implemented a paperless continuous improvement patient safety system. The system is used for collecting patient safety events as well as analysis, performance improvement, classification, and organizational knowledge building involving every employee in the healthcare system. The automated patient system has dramatically improved event reporting and streamlined the analysis and follow-up.
IE students at Clemson University have been involved in a multiyear study on patient room headwall design. The study included the School of Nursing at Clemson and staff and facilities at Spartanburg Regional Healthcare System.