Grady Memorial Hospital created the Telemetry Urgent Matters Initiative to improve patient flow by redesigning the telemetry unit discharge criteria to ensure appropriate use of monitored beds.
Albert Einstein Medical Center uses a patient and workflow management process to improve communication and workflow in the emergency department, leading to shorter length of stay, fewer walkouts and diversions, and higher patient satisfaction.
Swedish Medical Center implemented a new service request system in which physicians and staff requesting services must prioritize the order into one of four categories. The four-category system applies to all hospital orders, including laboratory tests, requests for assistance from personnel, and facility repairs.
Cambridge Health Alliance enhanced its round-the-clock interpreter services by tracking key indicators that gauge the quality of these services; analyses of these data led to significant improvements in the program's telephone-based services and staff efficiency and the decision to implement depression screening in patients with limited English proficiency.
The University of Michigan Health System redesigned the process for activating its acute myocardial infarction team, with an emphasis on the earliest possible electrocardiogram administration and team activation, ideally while the patient is en route to the hospital.
An academic medical center provides 24-hour evaluation and consultation services via interactive videoconferencing to emergency departments serving rural and underserved areas, leading to improvements in diagnosis, treatment, and patient satisfaction.
Using interactive videoconferencing, the University of California at Davis provides 24-hour child abuse evaluation and consultation services to underserved rural areas and also provides monthly child abuse training to health care providers in these areas.
The creation of a medical emergency team program at the University of Pittsburgh Medical Center Presbyterian Hospital has significantly reduced the number of cardiopulmonary arrests and unexpected mortality.
The University of Rochester Medical Center placed a clinical pharmacist in the emergency department to serve as an integral member of the health care team, leading to an increase in quality care.
Thedacare, a four-hospital system, has redesigned its musculoskeletal care process to make it more efficient and effective for patients and providers. Improvements include a centralized orthopedics center that houses physicians (orthopedic surgeons, sports medicine physicians, and rehabilitation specialists), therapists, and supplies; changed the traditional process of most patients with musculoskeletal injuries seeing an orthopedic surgeon first; and the creation of referral protocols and a triage system designed to get patients the level of care they need quickly.