System-affiliated
The ProblemFlowers wanted to improve its performance on the 28 quality measures that are featured on the Hospital Compare Web site. The hospital's CEO, Keith Granger, made it an organizational goal to get performance 'as close to perfection as we can get.'The Solution
The Problem When the performance improvement team began to take stock of the situation in Advocate South Suburban's ED, they found some dismal metrics. Patients waited more than six hours for treatment, with nearly six percent leaving without treatment. Additionally, patient satisfaction…
The Problem Incorrect patient identification through the registration process increases the potential for patient harm in the short term, with long-term downstream effects that include increased financial liability, diminished reputation and decreased physician loyalty and associate satisfaction.
The Problem Like many urban safety net hospitals, Hahnemann University Hospital struggled with overcrowding in its emergency department (ED). From December 2008 through February 2009, the ED had 8,821 visits. Of these, 12.7 percent of patients left without being seen. The Solution Upon joining the…
The Problem After examining hospital data to pinpoint opportunities to improve, Gundersen Lutheran focused on patient falls. Patient falls made up the second-largest category of reported incidents for Gundersen Lutheran, after medication events. 'It was clear everyone was trying hard, but there was…