Improving Value at Hospitals Through Process Management

The Conference Board of Canada, 33 pages, March 2013
Report by Vincent Thomson, John Thomson
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Using five case studies, the report demonstrates how process management techniques, which have been used successfully in other sectors, can improve health care outcomes and reduce costs in Canada.

Document Highlights

Health care continues to use an increasing portion of resources in order to provide the level of care that citizens expect. There is currently a great imperative to reduce the cost of health care in Canada.

This report demonstrates how hospitals can improve their processes—and ultimately their bottom line—in order to enhance patient outcomes and the patient experience, all while reducing costs. By using process management techniques such as Lean and Six Sigma, which have been used very successfully in the manufacturing, finance, services, and health care sectors, hospitals can deliver better value for money.

Using five case studies, the report illustrates how several hospitals in Canada and the United States have improved their processes in order to provide more effective health care and reduce costs.

The report emphasizes that process management must become embedded into the health care culture.

Table of Contents

Executive Summary

Chapter 1—Case Study 1: Reducing the Time and Cost of Coronary Artery Bypass Graft Surgery

  • Massachusetts General Hospital
  • A New Care Path for Coronary Artery Bypass Graft Surgeries

Chapter 2—Case Study 2: Improving Wait and Turnaround Times in an Outpatient Clinic

  • Hurley Medical Center
  • Creating a Process Map for the Family Ambulatory Health Center
  • Specific Improvements

Chapter 3—Case Study 3: Optimizing Inventory and Improving Equipment Location

  • Royal Victoria Hospital, Cardiac Surgery Unit
  • Equipment and Inventory Improvements
  • Creating a Continuous Improvement Culture

Chapter 4—Case Study 4: Increasing Nurses’ Time at the Patient Bedside

  • Royal Victoria Hospital’s Intensive Care Unit
  • Supply Organization and Management
  • Room Cart Organization and Restocking
  • Successes

Chapter 5—Chapter 5—Case Study 5: Patient Care Improvement Projects

  • Virginia Mason Medical Center
  • Improvement Project #1: Reduce Drug Delivery Time
  • Improvement Project #2: Reduce Patient Time on Ventilators in ICU
  • Applying Lessons Learned to Building a New Hospital

Chapter 6—Discussion and Conclusion

  • Conclusion

Appendix A—Bibliography

Appendix B—Glossary

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