Care management processes
A pediatric asthma management program led to a significant decline in the percentage of patients with moderate to severe asthma, improved quality of life, and sizable decreases in hospitalizations and costs.
Dupont Hospital introduced the principles of the Lean production model to its surgery department, leading to more than a doubling of the percentage of on-time surgery starts, from 27 to 66 percent.
The emergency department at Vanderbilt University Medical Center established a program in which patients are quickly assessed in a triage area by a team consisting of a physician, a nurse, and a paramedic.
A team-building program at the largest home care agency in the country integrated home health aides into the health care team and resulted in enhanced functional status for patients, including being better able to move independently from a bed to a wheelchair or chair and better able to walk without support.
Nurses at the University of Pittsburgh Medical Center Presbyterian Hospital routinely monitor all patients admitted to intensive care units for methicillin-resistant Staphylococcus aureus colonization from admission to discharge.
Over a 10-year period, Hackensack University Medical Center designed a set of strategies to improve nurse satisfaction, reduce length of stay, and enhance case management for selected conditions, leading to improvements including reductions in nurse turnover and length of stay.
The Marshfield Clinic is using electronic tools to facilitate care process redesign for patients with chronic illnesses, leading to enhanced quality and access to care, fewer hospitalizations and adverse events, and lower costs.
Hoag Memorial Hospital Presbyterian established a comprehensive end-of-life program that includes pain control and emotional support for patients unlikely to survive the next few days; a multidisciplinary palliative care that assists physicians who are treating dying patients; compassionate care for parents who lose children before or after birth; and support for hospital staff who work with dying patients.
Borrowing from other industries, a large hospital implemented principles of “flow management” to redesign the flow of operations in its surgical department, leading to enhanced quality of care, improved patient and provider satisfaction, and reductions in the frequency of delayed and canceled surgeries.
Statewide telehealth ANGELS (Antenatal and Neonatal Guidelines, Education and Learning System) initiative connects rural Arkansas women who have high-risk pregnancies to specialty prenatal consultations and tertiary services and improves mother and infant outcomes.