Case Studies
The 黑料正能量 Association produces case studies on its member organizations across a wide range of health-care topics.
The project improved the pharmacy to hospital floor Rx process to decrease returns, optimize automated functionality and reduce overtime. The result was an improvement in communication between all related departments including pharmacy, nursing and support departments, reducing barriers to problem鈥
Patients discharged to home waited an average of 3.5 hours to complete all of the necessary steps on the day of their discharge, from the time the physician told them they were going home to the time they left the inpatient unit. The goal was to reduce this time to less than 2 hours, based on鈥
Utilizing Six Sigma's DMAIC model, this project looked at ways to decrease errors in the documentation of bill-only items in the hospital's main OR. Bill-only items are items not held in the hospital's inventory and are brought in for use by third-party vendors. Due to the lack of a鈥
This project aimed to reduce the OR turnover time for total joint cases. Baseline data showed it took 36 minutes with a standard deviation of 20 minutes to turnover a room from incision close to incision open of the next case. Although multiple improvements were identified, the project team elected鈥
Evidence-based guidelines now support restrictive red blood cell transfusion practices to enhance patient safety and reduce costs while maintaining or improving patient outcomes, including all-cause mortality. Using Lean Six Sigma process improvement methodologies, a 500-bed tertiary medical center鈥
Sinai Health System, Chicago, 鈥淗elping Adults Breathe and Thrive: A Healthy Homes Approach to Improving Respiratory Health of Adults with Asthma.鈥 In one year, the program reduced asthma-related emergency department visits by 66 PERCENT, hospitalizations by 57 percent and participants' daytime鈥
In July of 2009, Olean General Hospital embarked on a journey to improve outcomes for cardiac patients. The initiative began with the development of the hospital's chest pain center program, which represents coordination of processes for early recognition, diagnosis, and treatment of patients鈥
North Shore-Long Island Jewish Health System opened a facility to treet heavioral health and primary care services for veterans and their families all under one roof. Working with the U.S. Department of Veterans Affairs, the center brings together specialists from both Long Shore-Long Island Jewish鈥
The NewYork-Presbyterian Healthcare System implemented multidisciplinary ICU mobilization teams to get critically ill patients in the intensive care unit moving faster. This improves patient outcomes by reducing length of stay. Teams of nurses, physicians, pharmacists, and a variety of therapists鈥
Erie County Medical Center's 'boots on the floor' initiative began by hiring five full-time patient advocates to provide concierge services for patients within the hospital. The scope of this initiative expanded from 'every patient, every time' to 'every person, every time' to include the鈥