If you doubt that controlling labor costs is a strategic initiative consider the case of a mid-sized community hospital overcame obsolete management practices, weak financial systems, and difficult demographics to reach profitability in nine months. This case study describes our step-by-step approach to assessing operational performance, mobilizing senior management and engaging managers so they owned the resulting productivity targets and action plans. The article, documents results and summarizes lessons learned.
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A midsize rural hospital overcame obsolete management practices, weak financial systems, and difficult demographics to reach profitability in nine months. The new CEO led his team to adopt recommended productivity improvement plans, performance management approaches, and cross-functional systems innovation. This required a robust process to build credibility and trust, train managers in flexible staffing techniques, create timely reporting and manage despite wide census swings. Profitability has been sustained for 2 years and FTE / AOB continues to improve.
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An 850 bed system used productivity gains, while simultaneously improving quality, to help improve financial performance after tripping bond covenants. Prior efforts had failed due to a number of cultural, information deficit, and decentralization issues. The article describes a three-pronged approach including measurement tools, increased accountability and frequent feedback. The hospital was back in compliance within eight months.
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This paper describes ingredients contributing to a successful top management led turnaround effort. Rather than slash and burn, the team achieved sustained process and productivity improvements through the installation of management tools and disciplined follow through. Management focus and attention to detail was complemented by selected consultant support. Benefits to date include revenue improvements, productivity gains exceeding 10%, and supply chain savings of over $2,000,000. The turnaround was supported by a seasoned consultant and resulted in an ROI of over 10:1 in the first year alone!
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Case study illustrates the correct approach to integrating operational and information technology experts when planning for a new software package. Client (a large university and its medical center) was replacing its MMIS. Our team led a three phase process for supply chain system innovation. In addition to the usual IT analysis (Fit Gap, functions and feature specifications, and vendor selection) the performance improvement consultant completed a rigorous current state analysis (quantitative and process issues), facilitated development of an enterprise-wide future state model for a coordinated supply chain system, and translated process requirements into IT specifications. The client was left with a blueprint for operations improvements to be implemented before and during software installation. On the one hand client will fully use all capabilities of a new (or existing) software product to enable genuine process innovation in operating hospital departments. During implementation operational managers will refine operating practices so the software works well. Done right (and early) the savings flow to fund later stages of implementation and subsequently to improved bottom line performance.
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Double-digit gains in ED revenue and IP admissions can result from process innovation, performance management and executive sponsorship. Streamlining the entire emergency services system versus piecemeal fixes yields better patient care and stronger bottom line results. This case study documents the multi-faceted approach which produced a comprehensive blueprint for success in a competitive market.
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Describes a successful initiative by large inner city medical center to create savings needed to help fund a new clinical tower. The efforts described focused on clinical resource management starting with cardiology implants. The CRM process addressed four dimensions: redesigning supply chain processes, mobilizing physician leadership, realizing potential from technology investments, and leading performance change. The results from this and similar focal areas were already approaching the three-year goal of $9,000,000 after the first 20 months. Physician leaders have remained engaged and are seeking additional ways to reap savings.
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