There are two keys to successful cost-cutting in healthcare: the first - necessary but not sufficient - is to apply proven tools and tactics from industrial engineering, lean, Six Sigma, and business process reengineering; the second is to align the initiative with the organization's mission and culture and engage clinical and administrative staff across the organization to collaborate in the process. This post from the HBR Blog Network describes how Banner Health, one of the nation's largest health systems, did it.
This poster presented at the 2013 Healthcare Systems Process Improvement Conference describes a staff-driven approach for improving patient care in a pediatric intensive care unit (PICU). Thanks to Mark Graban for identifying this poster.
In this article, Patti Brennan, the Lillian L. Moehlman Bascom Professor in the School of Nursing and College of Engineering at the University of Wisconsin, discusses the intersecting fields of industrial engineering and clinical care with members of University of Missouri's Industrial and Manufacturing Systems Engineering Department.
Using electronic health records to improve quality and efficiency: The experiences of leading hospitals
This report from the Commonwealth Fund describes recent experiences of leading hospitals in implementing electronic health records.
What we didn't know we didn't know - and what you can learn from it: BJC HealthCare transformation journey
This presentation at the 2012 Healthcare Systems Process Improvement Conference describes the first part of a lean Six Sigma journey at BJC HealthCare. The author provides a candid discussion of the difficulty of change in a large organization and provides important lessons for anyone undertaking a similar challenge.
This presentation was recently given by SHS member, Jim Brachulis, to provide an overview of how IEs can be a change agent in improving healthcare delivery.
What do Kaiser Permanente, NASA, Key Bank, Akron Children's Hospital, Kent State University, and the Federal Reserve Bank of Cleveland all have in common? This article describes how process improvement leaders in Northeast Ohio from diverse industries such as healthcare, manufacturing, financial services and government agencies focus on identifying and sharing best practices quarterly via Northeast Ohio Lean Six Sigma Forum.
Jim Brachulis, director of performance improvement at Oakwood Healthcare, shares some of his insights into roles and expectations of new industrial engineers entering healthcare. Jim notes critical to the IE’s path is how leadership is developed and utilized to help them advance change and also in transition to later opportunities in their careers.
A nationally recognized group of physicians and healthcare leaders participated in an Institute of Medicine Roundtable on Value & Science-Driven Health Care. The group developed a short list of strategies that that have proven effective and essential to improving quality and reducing costs in healthcare.
In this presentation at the 2011 SHS Conference, Lynn Alters describes how a system-wide performance improvement initiative improved margins by 40 percent at WellStar Health System using internal resources and fostering an environment of trust and respect. In addition to the financial benefits, the initiative created stronger leaders and will soon exceed its initial goals by three-fold.
Transforming care at the bedside: increasing patient satisfaction through employee engagement and teamwork at Our Lady of Lourdes Medical Center, Camden, New Jersey
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, Dr. Pauline W. Chen makes a case that organizational culture is more important than technique and technology in providing quality healthcare.
In an article recently published in the Journal of Industrial Engineering and Management, the authors concluded that while IE students working in hospitals focused on technical approaches to improvement, mastery and application of softer skills may be more beneficial.
In an article previously published in Industrial Engineer magazine, industrial engineering researchers at Clemson University assisted Cannon Memorial Hospital in Pickens, S.C., in a number of hospital-wide and service specific improvements resulting in increased efficiency.
Effective leadership is the most important consideration for successfully implementing organizational change. In this paper presented at the 2010 SHS/ASQ Healthcare Division annual conference in Atlanta, Dr. Norka Saldaña describes a comprehensive change leadership model based on the current literature and her extensive experience in industry.