Providers used an established tool to classify patients into low-, moderate-, or high-risk categories for deep vein thrombosis and then prescribe preventive anticoagulant (blood thinner) medication and/or mechanical devices, increasing prophylaxis use and decreasing deep vein thrombosis rates.
Acuity-adaptable inpatient rooms improve care quality and reduce costs in a cardiac care unit by drastically decreasing patient transfers.
An evidence-based teamwork and communication program implemented in the labor and delivery unit of Madigan Army Medical Center led to an improved care process.
Virginia Mason Medical Center instituted a patient safety alert system that requires all staff who encounter a situation likely to harm a patient to make an immediate report and cease any activity that could cause further harm.
A plan-sponsored, pharmacist-led prescription and over-the-counter medicine review program at a local supermarket chain helps identify potentially harmful medication interactions, reduces falls, and enhances medication compliance among Medicare beneficiaries.
MedStar Franklin Square Medical Center in Baltimore, MD, set up a program in which all employees are encouraged to use their own experiences to devise and implement successful solutions for reducing hospital-acquired, methicillin-resistant Staphylococcus aureus infections.
A multifaceted initiative known as the Good Catch Program dramatically increases the reporting of events that could potentially cause harm and spurs the development of action plans designed to address the common causes of potential errors.
Crisis Resource Management is a 7-hour course for labor and delivery practitioners that uses various strategies of crew resource management, a safety program developed by the aviation industry, to create realistic simulations designed to facilitate improvement of teamwork and communication skills in a real labor and delivery crisis.
In an approach to improving nursing home care known as the “Wellspring Program,” nursing homes join an alliance that allows participants to exchange performance experience and conduct interdepartmental group training for both frontline staff and leadership on quality improvement and culture change processes.
Intensive care unit clinicians developed a standardized communication process based on a daily goals form that prompts clinicians to evaluate and document the patient's current status, design a care plan, and outline daily tasks, thereby increasing clinician understanding of daily care goals.