Scanning the Headlines: Efficiency (Archive) 2015-2013

Updated on June 28, 2016

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Elliott, D.J., Williams, K.D., Wu, P., and others. (2015, Dec.). An interdepartmental care model to expedite admission from the emergency department to the medical ICU. The Joint Commission Journal on Quality and Patient Safety, 41(12), 542-549.

Warner, L.S., Pines, J.M., Chambers, J.G., and Schuur, J.D. (2015, Dec.). The most crowded US hospital emergency departments did not adopt effective interventions to improve flow, 2007-10. . Health Affairs, 34(12): 2151-2159.

Zocchi, M.S., McClelland, M.S., and Pines, J.M. (2015, Dec.). Increasing throughput: Results from a 42-hospital collaborative to improve emergency department flow. The Joint Commission Journal on Quality and Patient Safety, 41(12), 432-541.

Brown, M.J., Kor, D.J., Curry, T.B., and others. (2015, Nov.-Dec.). A coordinated patient transport system for ICU patients requiring surgery: Impact on operating room efficiency and ICU workflow. Journal for Healthcare Quality, 37(6), 354-362.

(2015, Nov.).  TeamSTEPPS for Office-Based Care Version.  Rockville, MD:  Agency for Healthcare Research and Quality.  Retrieved from:

Gangadharan, S., and Belpanno, B. (2015, Oct.-Dec.). A simulated level loading of supply and demand for beds in a tertiary care children’s hospital reduces overall bed requirements. Quality Management in Health Care, 24(4), 207-211.

Gorman, A.  (2015, Aug. 5).  Hospitals seeking an edge turn to unlikely adviser:  A care maker.  Kaiser Health News.  Retrieved from:

Ready, T.  (2015, June 10).  Surge in quality scores linked to drop in malpractice claims.  HealthLeaders Media.  Retrieved from:

Gittell, J.H., Beswick, J., and others. (2015, April-June). Teamwork methods for accountable care: relational coordination and TeamSTEPPS. Health Care Management Review, 40(2), 116-125.

(2015, May).  Appropriate Use of Medical Resources: Elective Percutaneous Coronary Intervention Toolkit.  Chicago:  American Hospital Association.  Retrieved from:

(2015, Apr. 29).  Issue Brief: Zeroing In on the Triple Aim.  Retrieved from:

Ready, T.  (2015, Apr. 1).  Facebook ratings correlate with hospital quality data.  HealthLeaders Media.  Retrieved from:

Haenke, R., and Stichler, J.F. (2015, April). Applying lean six sigma for innovative change to the post-anesthesia care unit. JONA. Journal of Nursing Administration. 45(4),185-187.

(2015, Mar. 2).  2015 National Impact Assessment of the Centers for Medicare & Medicaid Services (CMS) Quality Measures Report.  Baltimore:  Centers for Medicare & Medicaid Services (CMS).  Retrieved from:

Adams, C., O’Brien, R., and Scruth, E. (2015, Jan.-Mar.). Transformational quality in Kaiser Permanente Northern California. Quality Management in Health Care, 24(1), 4-8. 

Durvasula, R., Kayihan, A., and others. (2015, Jan.-Mar.). A multidisciplinary care pathway significantly increases the number of early morning discharges in a large academic medical center. Quality Management in Health Care, 24(1), 45-51. 

Staines, A., Thor, J., and Robert, G. (2015, Jan.-Mar.). Sustaining improvement? The 20-year Jonkoping quality improvement program revisited. Quality Management in Health Care, 24(1), 21-37.

Pronovost, P.J., Armstrong, C.M., and others. (2015, Feb.). Creating a high-reliability health care system: Improving performance on core processes of care at Johns Hopkins Medicine. Academic Medicine, 90(2), 165-172.

Barr, P.  (2015, Jan. 13).  Hill Country Memorial and St. David's HealthCare Win Baldridge Award.  H&HN.  Retrieved from:

Griffith, J.R. (2015, Jan.-Feb.). Understanding high-reliability organizations: Are Baldrige recipients models? Journal of Healthcare Management, 60(1), 44-62.

Balogh, E., and others, editors.  (2015).  Improving Diagnosis in Health Care.  Washington:  The National Academies Press.  Retrieved from:

(2015).  Hospitals Are Leading the Way on Improving Care, Enhancing Health, and Reducing Costs [Severyn Group].  Retrieved from:

Harrison, M., Paez, K., Carman, K., Stephens, J., Smeeding, L., Devers, K., and Garfinkel, S.  (2014, Dec. 23).  Effects of organizational context on learn implementation in five hospital systems.  Health Care Management Review.  Retrieved from:

Trivedi, A., and others.  (2014, Dec. 11).  Quality and equity of care in U.S. hospitals.  New England Journal of Medicine.  371:2298-2308. Retrieved from:

Richardson, D.M., Rupp, V.A., Long, K.R., and Urquhart, M.C. (2014, Nov.). Using lean methodology to decrease wasted RN time in seeking supplies in emergency departments. JONA. Journal of Nursing Administration. 44(11), 606-611. 

Vose, C., Reichard, C., Pool, S., Snyder, M., and Burmeister, D. (2014, Nov.). Using LEAN to improve a segment of emergency department flow. JONA. Journal of Nursing Administration. 44(11), 558-563

Martsolf, G., Auerbach, D., Benevent, R., Stocks, C., Jiang, H.J., Pearson, M., Ehrlich, E., ...Gibson, T.  (2014, Nov.).  Examing the value of inpatient nurse staffing: An assessment of quality and patient care costs.  Medical Care.  52(11):982-988.  Retrieved from:

Hoffman, J., and Kanzaria, H.  (2014, Oct. 14).  Analysis:  Intolerance of error and culture of blame drive medical excess.  BMJ.  Retrieved from:

Hospital-based Strategies for a Creating a Culture of Health. Princeton, NJ:  Robert Wood Johnson, Oct. 2014.

Milsten, A., Klein, J., Liu, Q., Vibhakar, N., and Linder, L. (2014, Sept.-Oct.). Retrospective analysis of quality improvement throughput measures at a high-volume community emergency department. Journal for Healthcare Quality, 36(5), 13-25. 

(2014, Sept.). Working in Concert:  A How-to Guide to Reducing Unwanted Variations in Care.  Oakland, CA:  California Healthcare Foundation.  Retrieved from:

Eagle, A. (2014, August). Improving patient flow: hospital designs that can increase efficiency and reduce costs.  Health Facilities Management. 27(8),19-23. 

CT hospital slashes door-to-balloon times to reduce patient harm.  ED Management.  26(7):80-83, July 2014. 

Patient flow scorecards capture complexity in the patient flow process.  ED Management.  26(7):77-79, July 2014. 

Boomer business: lean strategy turns total joints into thriving enterprise.  OR Manager.  30(6):14-16, June 2014.

Report to the President Better Health Care and Lower Costs: Accelerating Improvement Through Systems Engineering.  Washington:  President's Council of Advisors on Science and Technology, May 2014.

National Healthcare Quality Report 2013.  No. 14-0005.  Washington:  U.S. Department of Health and Human Services, May 2014.

Parry, G.  A brief history of quality improvement.  Journal of Oncology Practice.  10(3):196-199, May 2014.

Singh, H., Meyer, A., and Thomas, E.  The frequency of diagnostic errors in outpatient care:  Estimations from three large observational studies involving US adult populations.  BMJ Quality & Safety.  23:727-731,  Apr. 17, 2014.

Stein, S., and others. Patients’ Perceptions of Care Are Associated With Quality of Hospital Care: A Survey of 4605 Hospitals. American Journal of Medical Quality, first published on April 16, 2014.

MacDonald, I.  How lean strategies saved a NH critical access hospital from financial ruin.  FierceHealthcare.  Apr. 7, 2014.

Longenecker, C.O., and Longenecker, P.D.  Why hospital improvement efforts fail: a view from the front line.  Journal of Healthcare Management;59(2):147-157, Mar./Apr. 2014.

Mukamel, D., Haeder, S., Weimer, D.  Top-down and bottom-up approaches to health care quality:  The impacts of regulation and report cards.  Annual Review of Public Health.  35:477-497, Mar. 2014.

Regenstein, M., and Andres, E.  Reducing hospital readmissions among Medicaid patients: a review of the literature.  Quality Management in Health Care;23(1):20-42, Jan.-Mar. 2014.

Weaver, S.,, Sydney, D., and Rosen, M.  Team-training in healthcare:  A narrative synthesis of the literature.  BMJ Quality & Safety.  Feb. 5, 2014.

(2014).  Results of the 2014 Leapfrog Hospital Survey:  Maternity Care.  Washington:  The Leapfrog Group.  Retrieved from:

Vaughn T., Koepke, M., and Levey, S.  Governing board, C-suite, and clinical management perceptions of quality and safety structures, processes, and priorities in US hospitals.  Journal of Healthcare Management.  59:111-128, 2014.

Implementing the Affordable Care Act:  State Action on Quality Improvement in State-Based Marketplaces.  New York:  Commonwealth Fund, 2014.

Committee on Diagnostic Errors in Medicine. Diagnostic Error in Medicine. Washington, DC: Institute of Medicine, 2014.

Hospitals in Pursuit of Excellence: A Compendium of Action Guides 2014.  Chicago:  American Hospital Association, 2014.

Playbook for the Successful Elimination of Early Elective Deliveries.  Washington:  National Quality Forum, 2014.

Molpus, J.  Emergency department efficiency.  HealthLeaders;16(10):57-59, Dec. 2013. 

Toussaint, J.S., and Berry, L.L.  Leadership lessons from lean.  Trustee;66(10):21-24, Nov.-Dec. 2013. 

Marmor, Y.N., Kemp, B.J., and others.  Improving patient access in nuclear medicine: a case study of PET scanner scheduling.  Quality Management in Health Care;22(4):293-305, Oct.-Dec. 2013.

Best practices: sustainable quality improvement at Thomas Jefferson University Hospital.  Urgent Matters E-Newsletter. 10(3):Fall 2013.

Roh, C-Y., Moon, M.J., and Jung, K.  Efficiency disparities among community hospitals in Tennessee: do size, location, ownership, and network matter?  Journal of Health Care for the Poor and Underserved;24(4):1816-1834, Nov. 2013.

Blomberg, A.L.  7 ways to scrub inefficiency from the OR.  American Society of Anesthesiologists Newsletter;77(10):36-37, Oct. 2013. 

Comprehensive dashboards paint a fuller picture of OR performance.  OR Manager;29(10):18-20, Oct. 2013. 

Jweinat, J., Morris, V., and others.  The Safe Patient Flow Initiative: a collaborative quality improvement journey at Yale-New Haven Hospital.  The Joint Commission Journal on Quality and Patient Safety;39(10):447-459, Oct. 2013. 

Millenson, M.  The Long Wait For Medical Excellence.  Health Affairs.  32(10): 1757-1760, Oct. 2013. 

Chassin, M.  Improving The Quality Of Health Care: What's Taking So Long?  Health Affairs.  32(10): 1761-1765, Oct. 2013.

McHugh, M.D., Kelly, L.A., and others.  Lower mortality in magnet hospitals.  Medical Care;51(5):382-388, May 2013.  Reprinted in: JONA. Journal of Nursing Administration;43(10, Supplement):S4-S10, Oct. 2013. 

McHugh, M.D., and Ma, C.  Hospital nursing and 30-day readmissions among Medicare patients with heart failure, acute myocardial infarction, and pneumonia.  Medical Care;51(1):52-59, Jan. 2013.  Reprinted in: JONA. Journal of Nursing Administration;43(10, Supplement):S11-S18, Oct. 2013. 

Kallal, C., and Carvalho, A.  Effective strategy to reduce Medicare length of stay with a voluntary medical staff model.  PEJ. Physician Executive;39(5):20-24, 26, 28, Sept.-Oct. 2013.

DelliFraine, J.L., and others.  The use of six sigma in health care management: are we using it to its full potential?  Quality Management in Health Care;22(3):210-223, July-Sept. 2013. 

Letourneau, R.  Hospital finance, quality team up for better profit margins.  HealthLeaders Media.  Aug. 12, 2013.

Barr, P.  Lessons from a quest for quality winner.  Hospitals & Health Networks.  Aug. 07, 2013.

Hospital operations management.  H&HN. Hospitals & Health Networks;87(8):50-59, Aug. 2013.

Saver, C.  Three-part strategy suggested to improve patient throughput.  OR Manager;29(8):1, 9-11, Aug. 2013.

Molpus, J.  Redesigning ED throughput.  HealthLeaders;16(6):67-68,70, July-Aug. 2013.

Sheilds, J.A., and Jennings, J.L.  Using the Malcolm Baldrige “Are We Making Progress” survey for organizational self-assessment and performance improvement.  Journal for Healthcare Quality;35(4):5-15, July/Aug. 2013.

Blouin, A.S.  High reliability: truly achieving healthcare quality and safety.  Frontiers of Health Services Management;29(3):35-40, Spring 2013. 

Kaplan, G.S.  Pursuing the perfect patient experience.  Frontiers of Health Services Management;29(3):17-27, Spring 2013. 

Royer, T.C.  Adapting to the new healthcare market.  Frontiers of Health Services Management;29(3):28-34, Spring 2013. 

Studer, Q.  Making lean process last: why sustaining excellence requires the right leadership framework.  Frontiers of Health Services Management;29(3):41-46, Spring 2013. 

Toussaint, J.  A management, leadership, and board road map to transforming care for patients.  Frontiers of Health Services Management;29(3):3-15, Spring 2013.

Spicer, D.   How to engage physician in lean processes.  Hospitals & Health Networks.  July 30, 2013.

Neff, R.  Saving on new equipment.  Hospitals & Health Network.  June 20, 2013.

Hospitals use paramedics to help improve efficiencies in the ED.  H&HN. Hospitals & Health Networks.  87(6):20, June 2013. 

Efficiency soars in wake of strategic OR cultural changes.  OR Manager.  29(6):17-19, June 2013. 

DeLellis, N.O., and Ozcan, Y.A.  Quality outcomes among efficient and inefficient nursing homes: a national study.  Health Care Management Review.  38(2):156-165, Apr.-June 2013. 

Nayar, P., and others.  Benchmarking urban acute care hospitals: efficiency and quality perspectives.  Health Care Management Review;38(2):137-145, Apr.-June 2013. 

The right strategies can help increase OR utilization.  OR Manager;29(5):21-22, 24, May 2013. 

Partnership for Sustainable Health Care.  Princeton, NJ:  Robert Wood Johnson Foundation, Apr. 2013.

Better business performance is a critical competency.  OR Manager;29(4):20-22, Apr. 2013.

Mathias, J.M.  Phone calls go away with a low-cost tracking system.  OR Manager;29(4):18-19, Apr. 2013.

Brackett, T., Comer, L. Whichello, R.  Do lean practices lead to more time at the bedside?  Journal for Healthcare Quality;35(2):7-14, Mar./Apr. 2013. 

Burns, J.  Are we on the way to a real ‘learning health care system’?  Managed Care;22(2):12-16, Feb. 2013. 

Blackmore, C. C., and others.  Nurse practitioner-staffed clinic at Virginia Mason improves care and lowers costs for women with benign breast conditions.  Health Affairs.  32(1):20-26, Jan. 2013. 

Tortorella, F., Ukanowica, D., and Douglas-Ntagha, P.  Improving bed turnover time with a bed management system.  JONA. The Journal of Nursing Administration;43(1):37-43, Jan. 2013.

Summary Report:  Closing the Quality Gap:  Revisting the State of the Science.  Rockville, MD:  Agency for Healthcare Research and Quality, Jan. 2013.

Findings and Lessons From the Improving Quality Through Clinician Use of Health IT Grant Initiative.  Rockville, MD:  Agency for Healthcare Research and Quality.  2013.

Lane, D., and others.  Small changes produce large gains in efficiency: a case study from Ross Memorial Hospital.  Healthcare Quarterly;16(2):31-35, 2013.

Working for Quality.  2013 Annual Progress Report to Congress.  Rockville, MD:  Agency for Healthcare Research and Quality.  2013.

Establishing Transdisciplinary Professionalism for Improving Health Outcomes:  Workshop Summary (2013).  Atlanta, GA:  National Academies Press, 2013.


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