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An opportunity was identified to improve the care of the ventilated patient through education and adoption of the Institute for Healthcare Improvement's evidence-based care bundle for the mechanically ventilated patient. A Six Sigma statistical process control chart analysis for VAPs identified a…
Good Samaritan Regional Health Center's medical unit required four hours, 18 minutes to discharge an inpatient once the discharge order had been written. A CQI+ team was sanctioned to reduce that time. The team used Lean/Six Sigma process improvement strategies to decrease both the hospital's…
A team was created to ensure that all patients regardless of race, ethnicity, language, disability and sexual orientation received the same level of care. A gap analysis identified additional translation resources were needed for sign language as well as infrequently used languages, race and…
In late January 2012, pharmacists began reviewing potential pneumonia patients using a screening tool developed by the quality management team. A list of patients with diagnosis codes that had previously been identified as possible pneumonia patients prints twice daily. Pharmacists review each…
The medical center's mission was to reduce the C. difficile rate from 26.7 cases per 10,000 patient days to a rate below 12.1. A multidisciplinary team was formed that utilized the PDSA cycle to evaluate and implement a plan of action.
The PICC team was created in March 2010 after the facility had documented an increase in PICC-associated DVTs. The team's goal was to review how PICC lines were inserted and maintained. After comparing the process to evidence based medicine, a number of steps were changed including the manner of…
Following a high rate of central line-associated blood stream infections in the fourth quarter of 2008, a performance improvement project was initiated with the goal of eliminating all CLABSIs while providing safe, effective, efficient and patient-centered care to patients with central lines. A…
This webinar provided an understanding of how scientific operations management and IHO Variability Methodology can achieve new levels of quality and efficiency and how these methods help executives respond to their most pressing questions.
A commitment to diversity came first. That was followed by specific action projects to increase diversity in management and leadership and increase cultural proficiency in health care. In early 2006, an ad hoc committee at Rush University Medical Center, Chicago, reviewed the organization's work…