Standard Work in healthcare aims to minimize and control any inconsistency/variation whether it be in quality, inventory, cost, or outputs.
Boards need to focus on healthcare delivery transformation — and keep their eyes peeled for changes in federal law.
Read MoreNo one can say that the healthcare landscape is boring – and 2017 may be an especially interesting ride. Here’s how we size up the top trends and related management imperatives to succeed.
Read MoreIn an industry now characterized by constant change, 2017 will bring continued transformation to the nation’s healthcare system.
Read MoreA not-for-profit system identified between $8.5 million and $10.7 million in cost savings opportunities by developing a Business Plan of Operational Efficiency (“BPOE”) between its hospital and two affiliated physician groups, and was able to successfully achieve and sustain the savings.
A rural hospital wanted transform how it delivers care to promote greater value and outcomes and sought to build a clinically integrated network, including creating a roadmap for an analytics solution to aggregate data from numerous EMRs.
Confronted by a perfect storm of challenges, this leading health system was able to find its path toward growth and financial health through proven management and leadership systems. The clarity and rigor that these practices impose on operational performance have the potential to help virtually any healthcare organization regain its footing, no matter what obstacles it faces.
Leadership at this leading system decided to undertake the prodigious task of migrating the entire health system (more than 90 clinics and hospitals) to a single, fully integrated, patient-centric EMR system.
A non-profit health system moved to population health management by first aligning physicians by forming and IPA and then designing and implementing a system-wide population health management program, including bundled payments.
This hospital has used Six Sigma® and Lean to improve clinical and business processes for more than a decade and decided to added two new GE change management tools (CAP and Workout), resulting in $6M in improvement benefits.
A large integrated delivery network sought to plan and implement a system-wide episodes of care program for orthopedics to meet the requirements of Comprehensive Care for Joint Replacement initiative impacting its acute-care hospitals.
Through efforts to improve efficiency and processes, GE Healthcare Partners’s team has helped this hospital recognize nearly $5 million of cost-saving opportunities annually.
This hospital sought to complete a feasibility study for a $300 million expansion and renovation of a hospital, which included the construction of a new bed tower with all private beds and expansion of the emergency department (“ED”).
Implement a strong team-based approach to talent acquisition that effectively engages hiring managers and their team members in the talent acquisition process.
Read MoreFour components consistently emerge as the key determinants for an organization’s ability to quickly and effectively implement change.
Read MoreThis article describes the critical role that Governance plays in outcomes-oriented organizations (ACOs and CINs) and the steps effective health system leaders must employ in order to achiev...
Read MoreGE Healthcare Partners delivers a nurse's perspective on the value proposition for value stream mapping in healthcare.
Read MoreEffective change management requires a top-down, bottom-up approach based on formal performance improvement tools and methodologies.
Read MoreWe have observed consistent and common characteristics or attributes among the leaders and many of the employees who work in the highest performing organizations.
Read More