Case Studies

The ºÚÁÏÕýÄÜÁ¿ Association produces case studies on its member organizations across a wide range of health-care topics.

The goal was to reduce errors in failure to document stop time for IV infusions to zero. Along with the goal of accurate documentation was the goal to increase revenue by capturing lost charges. Without a proper stop time documented, billing was unable to appropriately charge patients for IV…
Their project was an effort to reduce DVT/PE incidence.
The hospital implemented a new admissions nurse position in March 2014 to address the quality and availability of medication reconciliation at the time of admission. The hospital's goals were to: (1) Increase the accuracy of the information documented in the EHR; and (2) Provide the medication…
The health care system has been working to reduce acute care readmissions for the targeted population of AMI, HF and PN. An interdisciplinary team, called the transitional care team, consisting of a medication reconciliation pharmacist, a high-risk social worker and a project manager from quality…
Within the organization over the last year, a new division of four hospitals was created, with the same goal of top 10 percent performance on all CMS core quality measures and emergency department throughput metrics. In order to move towards this goal, the hospital needed a standardized way to…
The daily operational safety exercise was an initiative spearheaded by the patient safety department to enhance the culture of safety within the organization. This effort specifically focused on prospective risk assessment, a critical culture of safety element. The project resulted in the…
GOAL: Eliminate early elective deliveries This case study is part of the Illinois Hospital Association's annual quality awards. Each year, IHA recognizes and celebrates the achievements of Illinois hospitals in continually improving and transforming health care in the state.
Due to exponential expansion of a Lean Six Sigma program, an evolution of the project portfolio management structure was required to keep pace with anticipated future demands. Commissioned with the full support and sponsorship of the executive vice president and chief operating officer, the…
During FY2014, the surgical site infections rate at this academic medical center increased to 21.8 percent among colorectal patients. An internal audit revealed inconsistent practice among providers during preoperative clinic visits and perioperatively. The 2014 Surgical Care Improvement Project,…
This project is aimed at reduction of adverse outcomes experienced by patients as a result of CLABSI.