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Comparing Lean and Quality Improvement
Current average rating is 4 stars.
This IHI white paper provides detailed descriptions of Lean and the IHI approach to quality improvement, including the basic concepts and principles of each approach, how they are similar and different (in history and approach), and for what purposes each approach is the most appropriate.
Quality Metric Advisor Tool
Current average rating is 3 stars.
The IHI Quality Metric Advisor is a simple algorithm that assists organizations to identify and address crucial balancing measures in order to maintain and even improve clinical quality during cost-savings improvement initiatives.
Eliminating Waste in US Health Care
Current average rating is 1 stars.
This article focuses on reducing costs in health care through waste reduction in six key categories that are estimated to comprise more than 20 percent of total health care expenditures.
Eliminating Waste Without Hurting Quality
Current average rating is 5 stars.
This article describes IHI's work with health systems to help them identify and remove waste from their operations.
Driving Healthcare Performance
Current average rating is 0 stars.
IHI CEO Maureen Bisognano talks about three key ingredients for improvement — will, ideas, and execution — that can help C-suite leaders drive out performance gaps.
Identifying "Waste" in the ICU
Current average rating is 4 stars.
Memorial Hermann/University of Texas Health Science Center (Houston, Texas, USA) sought to determine the prevalence of and reasons for inappropriate use of ICU beds, as one component of “waste”, using the Hospital Inpatient Waste Identification Tool developed by IHI.
WIHI: The Social Imperative to Demonstrate That Better Care = Lower Costs
Current average rating is 5 stars.
February 9, 2012 | This WIHI discusses what dedicated legions of health professionals, already deeply immersed in improvement work, can do differently or better to connect better care with lower health care costs.
Appointment Sequence Simulation
Current average rating is 4 stars.
A flow principle proven in other industries is to schedule work (i.e., appointments) in increasing order based on the consistency or variability in their durations. An Excel simulation has been developed that demonstrates this principle and the benefit of ordering the day’s work from smallest-to-largest variation (that is, schedule more predictable appointments earlier in the day).
Passport Exclusive: Expedition - Pocketing the Dark Green Dollars Session 1
Current average rating is 0 stars.
To help health care leaders realize savings from waste reduction and quality improvement projects, IHI launched the Expedition titled, Pocketing the Dark Green Dollars: Successfully Making Improvements That Fall to the Bottom Line, in January 2010.
Passport Exclusive: Expedition - Pocketing the Dark Green Dollars Session 2
Current average rating is 0 stars.
To help health care leaders realize savings from waste reduction and quality improvement projects, IHI launched the Expedition titled, Pocketing the Dark Green Dollars: Successfully Making Improvements That Fall to the Bottom Line, in January 2010.
Passport Exclusive: Building Strong Connections Between Cost and Quality
Current average rating is 0 stars.
This module focuses on three approaches used by the UK's National Health Service (NHS) to increase quality in care while decreasing cost: 1) better care, better volume indicators; 2) high-volume care; and 3) the production series.
Hospital Inpatient Waste Identification Tool
Current average rating is 5 stars.
The Hospital Inpatient Waste Identification Tool provides a systematic method for hospital frontline clinical staff, members of the financial team, and leaders to identify clinical and operational waste and subsequently prioritize and implement waste reduction initiatives that will result in cost savings for the organization.
WIHI: Success at the Right Speed: Learning from Toyota
Current average rating is 4 stars.
May 6, 2010 | Some of US's top students, teachers, and implementers of Toyota methods as they apply to health care share their analysis and wisdom about why it’s critical to “keep your eyes on the road” of improvement and not succumb to a lot of distractions and the latest shiny idea or ambition.
Virginia Mason Medical Center Implements Lean Management Principles to Drive Out Waste
Current average rating is 0 stars.
Virginia Mason Medical Center (Seattle, Washington, USA) routinely finds ways to improve patient care while saving money by using a management methodology they developed based on principles of lean management from the Toyota Production System.
Profiles in Improvement: Kevin Stange of Alaska Native Medical Center
Current average rating is 0 stars.
Kevin Stange of Alaska Native Medical Center (Anchorage, Alaska, USA) shares how he's engaged in improving health care.
Annotated Bibliography for Improving Care for Patients with Congestive Heart Failure
Current average rating is 5 stars.
This annotated bibliography presents selected literature for improving care for patients with congestive heart failure.
How-to Guide: Improved Care for Patients with Congestive Heart Failure
Current average rating is 4 stars.
The goal of this How-to Guide is to significantly improve care and reduce readmissions for patients with congestive heart failure by reliably implementing the recommended components of care.
Profiles in Improvement: Jody Crane of Mary Washington Hospital
Current average rating is 0 stars.
Who's improving health care? People are; at hospitals and in office practices all across the US and internationally. Listen to the story of Jody Crane of Mary Washington Hospital.
Reducing Costs Through the Appropriate Use of Specialty Services
Current average rating is 5 stars.
This white paper describes a framework that primarily focuses on changing professional practice culture by engaging physicians in developing and implementing practice standards that will work best in local circumstances.
Increasing Efficiency and Enhancing Value in Health Care: Ways to Achieve Savings in Operating Costs per Year
Current average rating is 4 stars.
This white paper proposes a set of steps health care organizations can undertake to systematically identify and eliminate inefficiencies to create a portfolio of work leading to a 1 percent to 3 percent savings in operating costs per year.
Leaning Toward Better Patient Care
Current average rating is 4 stars.
Hospitals apply Lean Management principles to increase the value of care and care processes, increase the time nursing teams spend in direct patient care, and improve satisfaction for everyone.
Cath Lab Flow Improvement Reduces Unnecessary Waiting and Delays for Patients and Creates a Cath Lab of Capacity
Current average rating is 0 stars.
St. Joseph Health Care (Lexington, Kentucky, USA) reduced Cath lab room turnaround (done to 1st stick) from 43 minutes to less than 20 minutes over a 3-month period. This eliminated waiting and delays for patients by allowing a more predictable schedule, while creating an additional cath lab of capacity and the potential for $4.5 million in additional revenue.
ThedaCare Decreases the Average Number of Times Per Shift That a Nurse Leaves a Patient’s Bedside to Obtain Supplies from Three to One
Current average rating is 0 stars.
At ThedaCare's Appleton Medical Center (Appleton, Wisconsin, USA), nurses can devote more time to patient care because of a streamlined replenishment system managed by inventory staff that dramatically reduces the time nurses spend gathering supplies.
Restructuring the ER: The NewsHour with Jim Lehrer Interview
Current average rating is 0 stars.
Studies show that more than half the nation's emergency rooms are facing overcrowding, a problem that has led to patients being turned away at the door and one that may cause avoidable deaths, according to some doctors.
Realizing Revenue Opportunities in the Operating Room
Current average rating is 0 stars.
CMH (South Hill, VA) realized an 11 percent increase in revenue, reduced expenditures by 24 percent, and substantially improved scheduling, surgeon utilization, late starts and after hour surgeries over a 12 month period, by focusing project objectives on identifying, and capturing lost revenue opportunities in the OR.
  
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