Revenue Enhancement

Organizing for systemwide improvement - Cutting costs without cutting corners: Lessons from Banner Health

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.

Value-based purchasing of health benefits: strategies and outcomes

Neil Goldfarb, the executive director of the Greater Philadelphia Business Coalition on Health, was a guest lecturer at the Temple University Fox School of Business Seminar Series. His presentation addressed the impact of value-based purchasing on healthcare providers and consumers.

Sustaining financial performance through a large scale system wide performance improvement initiative

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.

Indiana hospital pharmacy saves $1 million annually with lean improvements

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.

Study finds high quality hospitals deliver trauma care at lower cost

A recent study in the Annals of Surgery found that high quality hospitals deliver lower cost care to trauma patients, according to a news release by the University of Rochester Medical Center.

Significance of case management 

Discusses the increasing importance of case management in reducing costs and improving reimbursement in the current environment.

Dartmouth Institute for Health Policy and Clinical Practice takes lead on data and analysis for national collaboration for reducing healthcare costs 

The Dartmouth Institute for Health Policy and Clinical Practice, TDI, has been selected to support a national collaboration aimed at reducing costs for high-volume, high-cost chronic and acute medical conditions that have high cost variation. Dartmouth-Hitchcock Medical Center, Cleveland Clinic, Denver Health, Geisinger Health System, Intermountain Healthcare and the Mayo Clinic have teamed together to take on such things as knee-replacement surgery where there is up to 50 percent cost variation.

A stratified sampling plan for billing accuracy in healthcare systems

Many U.S. healthcare organizations are already being exposed to Recovery Audit Contractor (RAC) reviews of Medicare and Medicaid billing as well as other third-party payor audits to assure accurate and non-fraudulent billing. In response, the authors propose an analytical approach to efficiently evaluate the accuracy of billing.

Patient tracker

A case study of a centralized patient tracking system at Sentara Careplex Hospital in Hampton, Va. The case study shows how Sentara was able to reduce patient registration labor by over 50 percent and save over $300,000 per year. 

Revenue Cycle Improvement: A Six Sigma Approach to Denials Management 

Provides a case study presentation using Six Sigma to improve denials management. The first three months of the project produced 1.6 million dollars in annualized savings at the 97-bed Stanly Regional Medical Center.

Adding Value to the Surgical PAT Process

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 Engineers

Management Engineering: What is it?

An Introduction to External Funding for Health Care Improvement

Management engineers may need money to implement healthcare improvement. This article outlines several potential funding sources.

Using Material Pull to Improve a Pharmacy Process

Replenishment of IV fluids and medications can be more methodical than repeated visual inspections.

Beginning the Lean Improvement Journey in the Clinical Laboratory

Using examples from several clinical lab redesigns, the sequence of steps utilized during a lean improvement effort are described.

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 Productivity and Quality Indicator Monitoring

A productivity monitoring system is installed and used to manage budget

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 Using the Theory of Constraints to Supercharge Inpatient Throughput

A consulting group presented their throughput ideas, including reasons why some department-specific projects fail to realize proposed improvements.

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 Applying Redesign Principles to Design ED and Hospital Patient Flow Processes

This is an overview of several lean redesign projects in the ED with overall solutions discussed and analyzed.

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 Using Six Sigma Principles to Reduce Billing Errors

Billing error reduction as a Lean Six Sigma project

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 Optimization of Overtime Costs and Operating Room Utilization

A program is proposed that effectively confronts a majority of the issues with scheduling patient surgeries.

SHS Design the Greatest Emergency Department - Applying Basic & Advanced Lean Healthcare Tools!

The author facilitates a lean educational journey through an ED.

SHS A Better Way to Manage Supplies

Two supply cost projects are described, analyzed, and 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 "Never Events" and HACs - You Break It, You Buy It

Medicare's changes to payment require a higher degree of awareness from hospitals nationwide. This presentation addresses some of the concerns and discusses mitigation efforts currently underway.

SHS Measuring the Success of Hospital Acquired Pressure Ulcer Prevention

Pressure Ulcers are a known issue with long hospitalizations. This presentation deals with several issues surrounding eliminating their occurrence.

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 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 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.




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