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PubMed1997

Patient satisfaction scores don't have to be a casualty of reengineering efforts.

Do patient satisfaction scores have to nosedive during redesign projects, especially noisy construction? Not at Holy Cross Hospital in Chicago, where an elaborate plan to boost patient satisfaction paid off during an 18-month renovation project that's still underway. Learn how the hospital created a detailed plan and devised teams to focus on every element of patient satisfaction to make sure patients didn't get lost in the shuffle of reorganization.

Benchmarking↗
PubMedDate not supplied

Fitness/wellness concept gaining. More hospitals creating affiliated centers.

Celebration Health is envisioned as the prototype for healthcare delivery and enhancement for the new town. While Celebration Health is associated with a hospital, neither sickness nor hospitalization is the focus of the facility. It's a center that encourages Celebration residents and those of neighboring communities--even tourists--to take charge of their physical, emotional and spiritual well-being. Other companies are taking another approach to wellness. Because of a growing interest among healthcare administrators across the country in hospital affiliated wellness and fitness center business, The Benfield Group of St. Louis, Mo., has produced a 10-page booklet to help care givers arrive at crucial decisions. While some groups are forming informational publications. Community Health Center Management, which debuted with a July-August 1997 edition, was created to provide a source of information for community health center directors and health care providers.

Community Health Centers↗
PubMed1997

Merging departments saves $400,000.

With hospital systems constantly pressured to cut costs, benchmarking can help managers make good decisions about where to focus attention. Once opportunities for improvement are identified, benchmarking provides data on how to improve. One children's hospital used benchmarking to bring a department's cost and efficiency in line with those of its peers.

Benchmarking↗
PubMed1998

Ongoing data monitoring, accountability as important as reengineering itself.

After your reengineering success: Don't just sit there! What happens after a process redesign program ends can be just as important as the reengineering effort itself. Just ask officials at this New Jersey facility. Despite a whopping $4 million in savings derived from a major redesign of patient care service delivery, administrators and managers are working just as hard at keeping everyone on their toes with an ongoing monitoring and accountability process. Learn how important those efforts can be to ensuring continued success long after the formal reengineering process is completed.

Data Collection↗
PubMed1998

Laboratory reengineering facilitates cost management.

In 1993, The Medical University of South Carolina (MUSC) in Charleston undertook a change management initiative to achieve a more cost-competitive position in its market and become a more attractive partner for a possible future affiliation with another provider organization. A key element of this change process was a reorganization of the medical center's laboratory department. Through consolidation of MUSC's separate laboratories and the introduction of a new, more efficient chemistry analyzer system, the medical center realized annual laboratory savings of approximately $1.3 million.

Automation↗
PubMed1998

Redesign calls for rethinking processes and revamping organizational culture.

The very nature of redesign challenges traditional work roles and organizational hierarchies. Even facilities with stellar reputations for clinical quality are not immune to its challenges. Here's the story of the Cleveland Clinic Foundation, where staff have experienced some of the same basic redesign problems that have challenged lesser-known facilities.

Hospital Restructuring↗