Dashboards and Scorecards
This was a presentation at the 2013 SHS Healthcare Systems Process Improvement Conference
Hospitals and health systems spend millions of dollars to acquire and meaningfully use certified EMRS and EHRS nationwide. This presentation from the 2013 SHS Healthare Systems Process Improvement Conference describes a for-profit health system's experience in deploying efficient workflows that lead to increased acceptance and usuage by physicians and other stakeholders to realize many benefits including receiving CMS incentives.
This presentation at the SHS Healthcare Systems 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
Surviving the global healthcare perfect storm
The authors describe the application of operational planning and capacity management methods to improve patient care, improve revenue, and lower costs. Article
This presentation at the 2012 SHS Healthcare Systems Process Improvement Conference, describes how to do a departmental assessment. Long-time SHS member and Diplomate, Frank Overfelt, shares his many years of experience of how to take the roll of consultant in conducting a successful assessment.
In this publicly available presentation from the 2007 ICSI/IHI Colloquium, Lloyd provides a comprehensive perspective on the use of measurement and reporting to better drive performance improvement in healthcare.
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.
Using Lean Six Sigma tools, a hospital redesigns its PAT department process so that all charting is completed 72 hours prior to the day of surgery.
Management Engineering: What is it?
One hospital details improvements to their medical equipment retrieval, cleaning, and distribution process.
Using Lean Six Sigma tools, a hospital redesigns and implements new ICU protocols for patients on mechanical ventilation. The article details how the initial sustainability effort failed, but was brought back into long-run control.
Physician and Nursing roles and responsibilities within a PICU are redefined using lean tools to decrease LOS while increasing outcomes.
Pressure Ulcer, Falls, Catheter-Associated UTI, Central Line Infection, and Objects Left in Surgery are addressed using process improvement methodologies.
Examples are used to detail the need for use of IE methods in the setting of departmental staffing levels
Karen Martin describes the steps needed to ensure an improvement effort is successful at a system level, and ways for a performance improvement consultant to continuously improve their professional skills.
Methods of measuring work done by skilled labor are discussed
A system for appropriate oversight of budgeted FTE's is discussed.
Discussion of applications of lean within the OR.
A methodology for standardized evaluation of the financial impact of operational and patient care improvements is discussed.
Detailed description of a lean project to improve TAT in the CT Scan department.
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.
Three successful lean projects are discussed in detail. The ED, Radiology, and HR departments all show significant improvement.
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.
A productivity monitoring system is installed and used to manage budget
A study is done to improve the communication between and expense of the nursing staff associated with all imaging modalities.
Implementation of productivity monitoring programs are discussed
Multiple projects and results are discussed in the goal to continuously improve patient flow.
A hospital implements improvements in staffing to hourly changes in RN demand.
All processes in an ED are redesigned, with multiple outcomes showing improvement.
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.
This is an overview of several lean redesign projects in the ED with overall solutions discussed and analyzed.
ED throughput process improvement projects are discussed. The presenter is a MD. Several changes are shown with great results.
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.
Process improvement within the HR department is shown through this project dealing with RN flex staffing.
Billing error reduction as a Lean Six Sigma project
A Lean Six Sigma project focusing on ICU throughput times is completed. Lessons learned and successes are shared.
A lean project is done with a general physician clinic and an outpatient pharmacy; results are discussed.
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.
A performance improvement team tackles a call center. Issues and lessons learned are discussed.
New ways to display OR data are proposed in this presentation.
Reasons for delay in creation of case carts are addressed. SPD often has inefficient workarounds as part of their daily routine.
A hospital undertakes a systemic improvement of their OR suite. The process and final results are detailed.
A program is proposed that effectively confronts a majority of the issues with scheduling patient surgeries.
A Premier consultant discusses lessons learned from performing many Lean ED projects during her career.
Methods of confronting and smoothing the variability of patient flow are discussed.
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.
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.
A system-wide reporting tool for each cost center is developed and implemented. It is adopted as part of the budgeting process.
Lean improvements within the radiology suite and laboratory workspace yield notable improvements. Project benefits are discussed.
Two supply cost projects are described, analyzed, and discussed.
Lean principles are utilized during analysis and transformation of a HIM department. Results and lessons learned are discussed.
Root cause analysis was conducted to determine reasons for bed sores. This presentation and paper is the result of their team's effort. Sustainability and ongoing improvements are discussed.
The IHI Bundle was implemented; metric changes are documented and discussed. Several nursing practices were also changed.
HCA discusses its methodology for monitoring its usage of premium pay to ensure they use as little as possible.
A pre-registration Internet interface was successfully developed. Lessons learned and sustainability are also discussed.
A pull system is implemented within a surgical suite, saving on inventory cost. Other accomplishments and lessons learned are discussed.
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.
Motivation is made for performing lean improvements within the lab.
Payment denials were decreased, resulting in a cost savings of $1.6 million annually. This project steps through the list of improvements made.
Turnarounds and first case starts are improved using a variety of lean techniques. Sustainability, achievement of buy-in and metric details are also discussed.
Lean improvement projects are performed within the supplies delivery function of a surgical services suite.