A presurgical safety briefing held by the operating room team before every procedure has virtually eliminated wrong-site surgeries, enhanced operating room staff satisfaction and perceptions of safety, and reduced nurse turnover.
The North Shore-Long Island Jewish Health System uses a standard, system-wide process to reduce central venous catheter–related infections, with a focus on adhering to evidence-based standards and protocols related to inserting, maintaining, and removing the catheters.
The Re-Engineered Discharge project at Boston Medical Center standardizes the hospital discharge process through use of 11 separate but mutually reinforcing steps that health care professionals follow from patient admission to postdischarge.
A comprehensive hospital program that includes standardized protocols and various support systems to encourage adherence to these protocols led to an 81-percent decline in serious narcotic oversedations.
Magee-Womens Hospital of the University of Pittsburgh Medical Center implemented the Patient and Family Centered Care Methodology and Practice, a low-technology, systems-based approach to inpatient care that focuses on providing care from the patient's and family's perspective; the program is associated with high rates of patient satisfaction, functional status, and adherence to evidence-based care protocols, along with low infection rates and length of stay.
The medical response team at Baptist Memorial Hospital in Memphis, TN, responds to early warning signs that patients are in cardiac or respiratory distress and moves quickly to rescue them before medical emergencies develop; the team has reduced cardiac arrests by 26 percent.
The University of Pittsburgh Medical Center Shadyside implemented a Condition Help program that patients or their family members can activate via a telephone call when the patient's condition is deteriorating; the call immediately brings in a rapid response team to assess and manage the situation and provide treatment as needed.
Use of a four-step, standardized protocol to determine the appropriate level of physical therapy in intensive care unit patients with acute respiratory failure led to earlier ambulation and lower length of stay.
Reid Hospital created a computer-based system of alerts, standing orders, and care pathways to eliminate gaps in the care of patients with pneumonia, acute myocardial infarction, and heart failure, and to address surgical complication and infection prevention, leading to significant improvements in quality of care.
Mayo Clinic's staff shadowed physicians and worked closely with them to improve the clinic's information system to better support providers and enhance the patient care process in inpatient and outpatient settings.