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  • What if you could provide optimal care while weathering a storm?

    What if you could provide optimal care while weathering a storm?

    At the Children‘s Hospital of Alabama in Birmingham, our technology helped the hospital provide optimal emergency care despite extraordinary conditions. During a three-day span of tornado storms, patients were on and off the CT table within an average of 12 minutes – making it possible for the staff to read 151 CT scans in just one night.

    Children’s Hospital of Alabama, Birmingham, Atlanta, USA

    "I realized that night that through technology and our wonderful employees that we would make it through anything."
    Karen Nide,
    Diagnostic Radiology Manager

    Challenges

    Increase efficiency

    Standardize care

    Improve quality of care

    Provide optimal emergency care and quick diagnosis in a 3-day span of tornado storms


    The solution: Healthcare Engineering

    • Siemens CT passed the stress test of scanning 151 patients’ head, neck, chest, abdomen and pelvis in one night
    • PACS system made images available at multiple locations at the same time, allowing for fast and efficient reading and reporting

    Value contribution

    Ø 12 min

    Patients on and off the CT table

    151

    CT scans read in one night

    176

    X-ray exams read in one night


    The results by Siemens’ customers described herein are based on results that were achieved in the customer's unique setting. Since there is no "typical" hospital and many variables exist (e.g. hospital size, case mix, level of IT adoption) there can be no guarantee that other customers will achieve the same results.

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  • What if you could reduce door-to-needle time to 20 minutes?

    What if you could reduce door-to-needle time to 20 minutes?

    In their pursuit to improve acute stroke care and optimize patient outcomes, without increasing costs, Helsinki University established a neurological emergency department to bring the ER and neurological departments closer together. Through the support of our technology and consulting services, the organization was able to significantly reduce the average door-to-needle time to 20 minutes and the stroke mortality from 30 to 25 percent. Overall, this translated into a savings of 14.4 million Euros in chronic care costs.

    Helsinki University Hospital, Helsinki, Finland

    “Industry could and should have more role to help distribute optimal information about stroke care and helping international stroke organizations to do the same.”
    Professor Markku Kaste,
    MD

    Challenges

    Improve quality of care

    Increase efficiency

    Improve profitability

    • Improve outcome and quality of life for stroke patients
    • Speed up treatment
    • Reduce long-term hospitalization and institutional care

    The solution: Healthcare Engineering

    • Joint analysis and change of processes to better connect the ambulance services with the emergency department and the latter with the neurological department
    • Move of the CT system to the emergency department to shorten distances and save precious time
    • Therapeutic lysis can be performed immediately while the patient is still in CT

    Value contribution

    Ø 20 min

    Door-to-needle time

    25%

    Reduction of stroke mortality from 30 to 25 percent in the period from 2004 to 2014

    14.4 mio €

    Savings in chronic care costs in 2007


    The results by Siemens’ customers described herein are based on results that were achieved in the customer's unique setting. Since there is no "typical" hospital and many variables exist (e.g. hospital size, case mix, level of IT adoption) there can be no guarantee that other customers will achieve the same results.

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  • Improve patient safety and get rewarded with lower liability insurance

    Improve patient safety and get rewarded with lower liability insurance

    Virginia Mason Medical Center, Seattle, Washington, USA

    Following visit to Toyota: “We were so impressed with the [Toyota] culture—the empowerment of high-school-trained assembly-line workers who felt completely comfortable stopping a multi-million-dollar line rather than sending a defective product to their teammate.”
    Katie Furman,
    R.N.*

    Challenges*

    Improve quality of care

    Reduce risk & act compliantly

    • Despite various efforts, clinical risks cannot be totally avoided in hospitals – leading to high liability insurance premiums
    • Staff engagement is pivotal for improving patient safety

    The solution*

    Develop an alert system based on lean management methodology to improve patient safety

    • Transfer the Toyota Production System, experienced first-hand with a visit to a factory in Japan, to the hospital setting
    • Engage all staff confronted with a situation that may likely harm a patient to make an immediate report and “stop the line”
    • Cultivate an environment that ignores hierarchies (e.g., between nurses and physicians) and encourages reporting; in 2014, 879 alerts per month were reported and since implementation, 50,000 alerts have occurred
    • Implement a rapid response team for immediate action on reported patient safety alerts

    Value contribution*

    24 hours

    Process time for reporting; before, it took 3-18 months**

    Increase in staff participation (2004 vs. 2013)

    -74%

    Reduced premiums for professional liability insurance from 2005 - 2015


    *According to: Virginia Mason Institute (2015): Patient Safety Alert System Stands the Test of Time. Source link: https://www.virginiamasoninstitute.org/2015/09/patient-safety-alert-system/

    **According to: Virginia Mason Medical Center (2013): VMPS Facts. Source link: https://createvalue.org/wp-content/uploads/2013/11/case-study-virginia-mason.pdf

    The statements described herein are based on results that were achieved in the corresponding protagonist´s unique setting. Since there is no “typical” hospital, laboratory, radiology department or any other facility mentioned here and many variables exist (size, case mix, level of IT adoption, etc.) there can be no guarantee that other sites will achieve the same results. Information provided here base on the best of our knowledge, i.e. secondary research with no immediate verification of the information provided there. Third party Content provided is obtained from sources believed to be reliable and no guarantees are made by us or the providers of the third party content as to its accuracy, completeness, timeliness.

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  • What if you could improve the life expectancy of liver cancer patients?

    What if you could improve the life expectancy of liver cancer patients?

    The University of Texas MD Anderson Cancer Center was able to show that treating tumors with our transarterial chemoembolization technology contributes to an improvement in patients’ life expectancy by approximately 10 months or more on average, depending on the extent and characteristics of the tumor.

    University of Texas MD Anderson Cancer Center, Houston, Texas, USA

    “While TACE has been around for decades, the recent improvements in intra-procedural imaging have given us the necessary anatomic information to be more targeted and therefore more aggressive with treating liver cancers.”
    Michael J. Wallace,
    MD, Interventional Radiologist(*5/15/1966 ᵻ 5/31/2016)

    Challenges

    Extend clinical capabilities

    Improve quality of care

    Fight liver tumors that are extremely dangerous, with a very poor long-term prognosis for patients


    The solution: Healthcare Engineering

    • Healthcare engineering Liver tumors can be treated accurately and safely with transarterial chemoembolization (TACE) by precisely guiding the catheter using syngo DynaCT

    Value contribution

    Better understanding of the extent and characteristics of the tumor

    Ø 10 mths

    Increased life expectancy of liver cancer patients


    The results by Siemens’ customers described herein are based on results that were achieved in the customer's unique setting. Since there is no "typical" hospital and many variables exist (e.g. hospital size, case mix, level of IT adoption) there can be no guarantee that other customers will achieve the same results.

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  • What if you could reduce complications in spinal surgery below 0.2%?

    What if you could reduce complications in spinal surgery below 0.2%?

    At Shonan Fujisawa Tokushukai Hospital in Japan, our high-end solution helped improve workflows and highly complex procedures for minimally invasive and open spine surgery when compared to prior work with a mobile C-arm. Less invasive procedures can lead to faster operations, faster recovery, and a reduced number of secondary surgeries and complications. For scoliosis surgery, the organization was able to reduce the OR time by 50% - from eight to four hours.

    Shonan Fujisawa Tokushukai Hospital, Fujisawa, Japan

    “Our system was the world’s first system specialized for spine – great for public relations! We realized that even if the system is used solely for the spine surgeries, it can pay off.”
    Dr. Sohei Ebara,
    Vice President and Director of the Spine and Scoliosis Center

    Challenges

    Increase efficiency

    Improve quality of care

    Manage reputation

    • Speed up surgeries and recovery
    • Reduce side effects caused by misplacement of screws
    • Avoid patient dissatisfaction and damaged reputation due to secondary operations

    The solution: Healthcare Engineering

    • High-end imaging in the OR with Artis zeego enables improved workflows and more complex procedures for minimally invasive and open spine surgery
    • Less invasive procedures can lead to faster operations, faster recovery, and a reduced number of secondary surgeries and complications

    Value contribution

    -50%

    OR time

    <0.2%

    Complication rate

    +57%

    Increased number of patients in the period from 2012 to 2014


    The results by Siemens’ customers described herein are based on results that were achieved in the customer's unique setting. Since there is no "typical" hospital and many variables exist (e.g. hospital size, case mix, level of IT adoption) there can be no guarantee that other customers will achieve the same results.

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  • Patient engagement improves patient satisfaction scores – and service delivery

    Patient engagement improves patient satisfaction scores – and service delivery

    Tan Tock Seng Hospital (TTSH), Tan Tock Seng, Singapore

    "Patient engagement is key in our journey to provide better care. […] They have given us good suggestions, which have helped us better address service gaps.“
    Dr. Eugene Fidelis Soh,
    Chief Operating Officer and Quality Service Manager*

    Challenges*

    Improve quality of care

    Increase efficiency

    Manage reputation

    • Mandatory publishing of patient satisfaction survey results prompts hospitals to focus on the patient experience in the service delivery process
    • Improvements in the service delivery process may also lead to higher process efficiencies and vice versa

    The solution*

    • Conduct individual surveys, direct service observations, and focus groups to monitor patients’ needs
    • Conduct individual surveys, direct service observations, and focus groups to monitor patients’ needs
    • Focus on improved communication between doctors, nurses, and patients by 'orientating' new patient to the ward and handing over care plans to the next shift in order to ensure continuity of care
    • Implement a structured discharge plan to ensure completeness of documentation by time of discharge and setup follow-up calls
    • Station appointment staff at polyclinics to facilitate immediate appointment scheduling and provide better access to patients referred to TTSH

    Value contribution*

    78%

    Patients rating “good” or “excellent”

    25%

    Reduction in overall waiting time for specialists appointments

    4%

    Increase in annual number of patients


    *According to: Tan Tock Seng Hospital (2011): TTSH Most Improved Hospital in 2010 (Press Release). Source link: https://www.ttsh.com.sg/page.aspx?id=2039

    The statements described herein are based on results that were achieved in the corresponding protagonist´s unique setting. Since there is no “typical” hospital, laboratory, radiology department or any other facility mentioned here and many variables exist (size, case mix, level of IT adoption, etc.) there can be no guarantee that other sites will achieve the same results. Information provided here base on the best of our knowledge, i.e. secondary research with no immediate verification of the information provided there. Third party Content provided is obtained from sources believed to be reliable and no guarantees are made by us or the providers of the third party content as to its accuracy, completeness, timeliness.

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  • Staff centricity helps retain staff

    Staff centricity helps retain staff

    Tan Tock Seng Hospital (TTSH), Tan Tock Seng, Singapore

    “It feels good that our efforts are recognised and we are given opportunities to upgrade ourselves and advance our careers.”
    Rahimah Rahim,
    Patient Service Associate*

    Challenges*

    Attract, retain, develop workforce

    • Staff is pivotal for the success of a hospital
    • Sick leave rates are high in healthcare
    • It is difficult to attract new staff

    The solution*

    Engage staff creatively and give them opportunities to innovate and learn

    • TTSH’s initiative, the Nurse Shared Governance Model, moves “traditional hierarchical decision-making to a new partnership model”
    • Nurses elect their own council members - they participate in policy recommendations and decisions on issues that affect nursing practice, education, quality, research, and work-life governance
    • The hospital reinforces the culture of engagement by training all department heads to hold conversations “centered on staff and patient values”

    Value contribution*

    14%

    Reduction in sick leave rates

    6%

    Increase in rating by nurses of their working environment

    14%

    Reduction in attrition rate


    *According to: The Straits Times (2015): Aon Hewitt Best Employers Award 2015 - Recognising Singapore´s top employers. Source link: https://www.ttsh.com.sg/uploadedFiles/TTSH/About_Us/Newsroom/News/ST%2020150228%20AON%20Hewitt%202015.pdf

    The statements described herein are based on results that were achieved in the corresponding protagonist´s unique setting. Since there is no “typical” hospital, laboratory, radiology department or any other facility mentioned here and many variables exist (size, case mix, level of IT adoption, etc.) there can be no guarantee that other sites will achieve the same results. Information provided here base on the best of our knowledge, i.e. secondary research with no immediate verification of the information provided there. Third party Content provided is obtained from sources believed to be reliable and no guarantees are made by us or the providers of the third party content as to its accuracy, completeness, timeliness.

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  • What if you could perform LAA closures without general anesthesia?

    What if you could perform LAA closures without general anesthesia?

    Centro Hospitalar Vila Nova de Gaia works with us at the forefront of new advancements in cardiology – our ultrasound technology enables real-time volume intracardiac echocardiography imaging without the need for anesthesia or transesophageal echocardiography exams. This helps provide safer and more efficient procedures, which may leads to shorter hospital stays and fewer required surgical staff as there is no need for full anesthesia. The innovative procedure allowed them to successfully occlude a float-left atrial appendage, guided by real-time volume intracardiac echocardiography, in just 30 minutes.

    Centro Hospitalar Vila Nova de Gaia, Espinho, Portugal

    “Using AcuNav V, the interventions only need vascular access – the patient is sedated, and neither general anesthesia nor intubation is needed. This fact decreases the periprocedural patient risk.”
    Vasco da Gama Ribeiro,
    MD, Head of the department for Hemodynamics

    Challenges

    Improve quality of care

    Attract, retain, develop workforce

    Improve profitability

    • LAA closure is a challenging intervention requiring TEE guidance and anesthesia
    • Reduce additional staff in the interventional suite
    • Avoid prolonged length of stay

    The solution: Healthcare Engineering

    • Real-time volume intracardiac echocardiography (ICE) imaging helps eliminates the need for anesthesia, thereby providing safer and more efficient procedures.

    Value contribution

    30 min

    Successfully occlude a float-left atrial appendage (LAA) without anesthesia

    intubation/

    anesthesia

    No staff required for intubation and anesthesia

    €€€

    Sparing patient intubation and anesthesia leads to reduced complication length of stay


    The results by Siemens’ customers described herein are based on results that were achieved in the customer's unique setting. Since there is no "typical" hospital and many variables exist (e.g. hospital size, case mix, level of IT adoption) there can be no guarantee that other customers will achieve the same results.

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  • What if your physician office could reduce efforts and costs?

    What if your physician office could reduce efforts and costs?

    Massachusetts General Hospital’s Ambulatory Practice of the Future has a great need to reduce follow-up phone calls and letters, and potentially reduce associated costs. By implementing our point-of-care laboratory testing into the primary care practice, they were able to reduce the turn-around time and improve operational efficiency. For example, they were able to decrease follow-up calls and letters by 89 and 85 percent, respectivelly.

    Massachusetts General Hospital, Boston, Massachusetts, USA

    “The economic benefits of POCT may be realized in both fee-for-service and global payment environments.”
    J. Benjamin Crocker,
    et al. Am J Clin Pathol, Nov 2014; 42:640-646

    Challenges

    Increase efficiency

    Manage reputation

    Improve profitability

    • Ordering laboratory tests after a primary care visit requires follow-up calls with the patient
    • Ordering laboratory tests after a primary care visit may require revisits by the patient
    • Tendency to order unnecessary tests for physician and patient convenience

    The solution: Healthcare Engineering

    • Implementing Point of Care laboratory testing in the primary care practice allowed to reduce turnaround time and improve operational efficiency

    Value contribution

    -89% / 85%

    Follow-up calls / follow-up letters

    -61%

    Revisits

    -21%

    Tests ordered per patient


    The results by Siemens’ customers described herein are based on results that were achieved in the customer's unique setting. Since there is no "typical" hospital and many variables exist (e.g. hospital size, case mix, level of IT adoption) there can be no guarantee that other customers will achieve the same results.

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  • What if you could drastically reduce system downtime?

    What if you could drastically reduce system downtime?

    In pursuit of keeping their systems up and running smoothly, the Ruijin Hospital in Shanghai implemented our digital fleet management portal, which offers real-time, customized data on equipment status and the ability to inform our support desk on electronic failures via a 24/7 web interface. Our solution allows the hospital to reduce avoidable downtimes and speed up the initiation of the repair process.

    Ruijin Hospital, Shanghai, China

    “Before, in the case of failure, we had to first identify what the problem was, then call a technician by phone. This has changed.”
    Dr. Haipeng Dong,
    Deputy Director of the Radiology Department

    Challenges

    Increase efficiency

    Manage reputation

    Improve quality of care

    • Reduce downtime of medical equipment
    • Avoid loss of patient trust
    • Provide optimized time-to-treatment in emergency cases

    The solution: Healthcare Engineering

    • The digital fleet management portal LifeNet offers real-time data on equipment status via a web interface and the possibility to transmit failures electronically to the Siemens support desk

    Value contribution

    Reducing avoidable downtime and system failures

    Speeding up initiation of repair process

    24 / 7

    Web interface


    The results by Siemens’ customers described herein are based on results that were achieved in the customer's unique setting. Since there is no "typical" hospital and many variables exist (e.g. hospital size, case mix, level of IT adoption) there can be no guarantee that other customers will achieve the same results.

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  • e-Learning reduces training costs and increases training compliance rates

    e-Learning reduces training costs and increases training compliance rates

    Children’s Medical Center (CMC) of Dallas, Dallas, Texas, USA

    “From an operational perspective, computer based training (CBT) for staff is invaluable. It provides the employees the opportunity to access the system any time their workload permits. In addition, CBT also ensures all employees are presented with exactly the same material. In the ambulatory areas, compliance is great and the managers can receive immediate updates regarding completion of the course for all of their employees. It’s a real win-win situation for us!”
    Donna Steen, R.N.,
    Director of Ambulatory Services*

    Challenges*

    Balance fixed vs. variable costs

    Attract, retain, develop, workforce

    Increase efficiency

    • Healthcare regulations require hospitals to train their staff on a regular basis and maintain corresponding documentation, otherwise penalties and even loss of licensures and accreditation may result
    • Classroom training keeps employees from their core task, is cost-intensive, and requires significant effort for coordination and tracking

    The solution*

    • Switch to e-Learning tools covering special requirements of healthcare organizations
    • Consider existing IT infrastructure
    • Get buy-in and support regarding e-Learning from both organizational leaders and learners
    • Complement transition with supporting marketing tools to get awareness
    • Provide computer access in a quiet environment, enabling immediate and flexible individual training anytime, anywhere, and without the need of a classroom/trainer
    • Track meeting and compliance targets with monitoring and reminder functions

    Value contribution*

    42%

    Reduction in overall training costs

    98%

    Compliance rate for HIPAA training initiative

    Cost and time for compliance tracking greatly reduced


    *According to: Learning Solutions Magazine (2004): Increasing Training Compliance Rates at Children's Hospitals with e-Learning: Case Studies. Source link: http://www.learningsolutionsmag.com/articles/281/increasing-training-compliance-rates-at-childrens-hospitals-with-e-learning-case-studies

    The statements described herein are based on results that were achieved in the corresponding protagonist´s unique setting. Since there is no “typical” hospital, laboratory, radiology department or any other facility mentioned here and many variables exist (size, case mix, level of IT adoption, etc.) there can be no guarantee that other sites will achieve the same results. Information provided here base on the best of our knowledge, i.e. secondary research with no immediate verification of the information provided there. Third party Content provided is obtained from sources believed to be reliable and no guarantees are made by us or the providers of the third party content as to its accuracy, completeness, timeliness.

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  • Real-Time Resource Management provides timeley treatment and increases capacity

    Real-Time Resource Management provides timeley treatment and increases capacity

    National Cancer Centre Singapore (NCCS), Singapore

    "Due to the complexity of the chemotherapy treatment, we needed a system that allows real-time views of our resources [the chairs] and appointments.”
    Mag Tan Wooi Lin,
    Senior Nurse Manager*

    Challenges*

    Increase efficiency

    Improve quality of care

    Attract, retain, develop workforce

    • Managing high variability in patient flow, including various facility, patient, and treatment factors, impedes the timely treatment of cancer patients
    • Unevenness in the workload demand results in long patient waiting time and staff overtime
    • Only 55% of patients met the target waiting time of less than 45 minutes

    The solution*

    • Ensure “VISIBILITY” of the real-time location, status, and identification of patients, nurses, and beds/recliners
    • Provide a shared communication platform for all service staff, schedulers, pharmacists, and nurses
    • Integrate location and status data into mobile devices for SMS service to patients
    • Flag patient location and activity using color codes for resource management
    • Generate a report evaluating resource scheduling and management for continuous improvement

    Value contribution*

    Reduction in waiting times – KPI “Patients getting treatment within 45 min“**

    20%

    Increase in number of patients per hour**

    825

    Reduction in hours of labor for nurses per year*

    744

    Reduction in hours of labor for front counter staff*


    *According to: Singapore Healthcare Management (2014): RFID Ambulatory Treatment Unit Management System. Source link: http://www.singaporehealthcaremanagement.sg/Abstracts/Poster%20Exhibition/Documents/OP001%20-%20Mag%20Tan%20(Chan%20Mei%20Mei)_NCCS.pdf;

    **According to: RFID Journal (2014): National Cancer Centre Singapore Treats More Chemotherapy Patients, Saves Time for Nurses. Source link: http://www.rfidjournal.com/articles/pdf?12281

    The statements described herein are based on results that were achieved in the corresponding protagonist´s unique setting. Since there is no “typical” hospital, laboratory, radiology department or any other facility mentioned here and many variables exist (size, case mix, level of IT adoption, etc.) there can be no guarantee that other sites will achieve the same results. Information provided here base on the best of our knowledge, i.e. secondary research with no immediate verification of the information provided there. Third party Content provided is obtained from sources believed to be reliable and no guarantees are made by us or the providers of the third party content as to its accuracy, completeness, timeliness.

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  • Coordinated care increases patient treatment quality and efficiency

    Coordinated care increases patient treatment quality and efficiency

    Hackensack University Medical Center, Hackensack, New Jersey, USA

    “As a whole, the ACO had fewer hospital admissions, readmissions, and emergency department visits compared with a group of ACOs—these were the major factors that reduced our expenses, as we focused on maintaining a high level of quality. The number of patient office visits far exceeded those found in the comparable ACO group, resulting in better healthcare for all—especially for those with chronic disease, such as diabetes and heart failure.”*

    Challenges*

    Stay competitive

    Improve quality of care

    Increase efficiency

    • Treatment of chronically ill patients is complex and often involves multiple physicians and hospitals
    • Uncoordinated and isolated approaches lead to inefficiencies in the whole treatment process
    • Within ACOs, members may only participate from savings when quality requirements are achieved

    The solution*

    An ACO is a group of healthcare providers (primary care physicians, specialists, and hospitals) who work together voluntarily to provide patients with high quality, coordinated care

    • Parties need to have a certification from the National Committee for Quality Assurance as patient-centered medical homes
    • The nursing care coordinator builds relationships with high-risk patients to reduce emergency department use; furthermore, the nursing care coordinator and physicians work together to identify areas of inefficiency and create work plans
    • Use data analytics tools to identify areas of success and opportunities for improvement

    Value contribution*

    ACO Savings (cost base of approx. $200m)

    Share of savings to be returned to ACO as performance reward

    Quality Score

    Performance Reward


    *According to: The American Journal of Accountable Care (2016): The Ingredients of Success in a Medicare Accountable Care Organization. Source link: https://ajmc.s3.amazonaws.com/_media/_pdf/07_AJAC_Gross%20616%20(final).pdf

    The statements described herein are based on results that were achieved in the corresponding protagonist´s unique setting. Since there is no “typical” hospital, laboratory, radiology department or any other facility mentioned here and many variables exist (size, case mix, level of IT adoption, etc.) there can be no guarantee that other sites will achieve the same results. Information provided here base on the best of our knowledge, i.e. secondary research with no immediate verification of the information provided there. Third party Content provided is obtained from sources believed to be reliable and no guarantees are made by us or the providers of the third party content as to its accuracy, completeness, timeliness.

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  • What if you could increase test volume by 20% with no additional staff?

    What if you could increase test volume by 20% with no additional staff?

    In order to optimize their workflow, National Health Service Tayside in the UK integrated three labs into one, consolidating formerly separated biochemistry, immunology, hematology, and hemostasis testing into a single automation track. The use of data-driven decision making and our consultative expertise helped determine the optimal track layout, mix of instruments, and workflow. This allowed them to intelligently automate workflows in support of a lean, multidisciplinary laboratory that can handle routine and emergency testing in one track. As a result, they were able to increase their daily workload by 20% with no additional staff.

    National Health Service (NHS) Tayside, Dundee, UK

    “Siemens looked at our processes, looked at what we were trying to achieve, then – working with our staff – they helped us design the laboratory.”
    Bill Bartlett,
    PhD, Joint Clinical Director of Diagnostics

    Challenges*

    Increase efficiency

    Attract, retain, develop workforce

    Stay competitive

    • Integrate three labs into one
    • Free laboratory staff to focus on higher value tasks
    • Provide higher level of service for area hospitals and physician practices

    The solution: Healthcare Engineering*

    • Consolidation of formerly separated core lab disciplines onto a single automation solution
    • Use of data-driven decision making and Siemens consultative expertise to determine the optimal track layout, mix of instruments, and workflow
    • Intelligently automated workflows that can handle routine and emergency testing on one track

    Value contribution*

    +20%

    Throughput per day

    0

    Staff increase

    -61%

    Reduced turnaround time for add-on tests


    The results by Siemens’ customers described herein are based on results that were achieved in the customer's unique setting. Since there is no "typical" hospital and many variables exist (e.g. hospital size, case mix, level of IT adoption) there can be no guarantee that other customers will achieve the same results.

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  • What if you could reallocate 40% of your lab staff while improving outcomes?

    What if you could reallocate 40% of your lab staff while improving outcomes?

    The laboratory department of Hospital Clinic de Barcelona endeavored to reallocate staff while expanding testing volume, but without compromising service. With the support of our latest technologies in lab diagnostics, the department was not only able to increase their test volume by 48% but also reallocate 40% of their staff from repetitive manual work. By automating processes, they were ultimately able to reduce errors found inherent in manual processing and improve staff safety.

    Hospital Clinic de Barcelona, Barcelona, Spain

    “Now all the analytical processes, from the loading to the discarding of samples, have been connected to the track. Our technicians only need to load samples to Aptio® Automation. It saves time and reduces biological risk and the probability of errors.”
    Dr. Jose Luis Bedini,
    Head of Core Lab

    Challenges*

    Increase efficiency

    Attract, retain, develop workforce

    Reduce risk & act compliantly

    • Increase test volume
    • Counter lack of qualified laboratory staff
    • Reduce errors inherent in manual processing

    The solution: Healthcare Engineering*

    • Automate all diagnostic testing, as well as pre- and post-analytical processes, while consolidating STAT and routine hemostasis on the same system
    • Connecting 16 analyzers and integrating more than 350 assays across clinical chemistry, immunoassay, hematology and coagulation

    Value contribution*

    +48%

    Tube volume increase per day to 3,800

    40%

    Staff reallocated from repetitive manual work to more challenging tasks

    Reduction of errors in manual processing


    The results by Siemens’ customers described herein are based on results that were achieved in the customer's unique setting. Since there is no "typical" hospital and many variables exist (e.g. hospital size, case mix, level of IT adoption) there can be no guarantee that other customers will achieve the same results.

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  • Boost operating margins by focusing on specialized service areas

    Boost operating margins by focusing on specialized service areas

    NorthBay Medical Center, Fairfield, California, USA

    “NorthBay doesn't need a larger partner to survive. Being smaller, we have much more flexibility. Maybe being too big is not as good as people think.”
    Gary Passama,
    CEO North Bay Healthcare System*

    Challenges*

    Improve profitability

    Increase efficiency

    Extend clinical capabilities

    • Many hospitals suffer from low or even negative operating margins
    • Operating full-service hospitals challenges productivity and profitability, impeded by low patient volume and a need to transfer patients to specialized centers, e.g. trauma care or surgical procedures

    The solution*

    • NorthBay focused on providing high-quality surgical services 24/7 for emergency surgical needs and cardiovascular surgery to avoid referring patients to other institutions
    • Additionally, due to its central location, NorthBay expanded trauma center services to enable access to patients and the provision of a comprehensive set of services
    • Obtain certifications as a receiving center for heart attack patients and as a chest pain center

    Value contribution*

    -2.1% 6.3%

    Improved operating margins within 4 years (2009 vs. 2013)

    Total Trauma Volume (2011 vs. 2014)

    Number of trauma cases requiring a transfer (2012 vs. 2014)


    *According to: Surgical Affiliates Management Group (2016): NorthBay Hospital Continues to Buck the Trend with Outstanding Results from Surgical Hospitalist Program. Source link: http://www.samgi.com/site/wp-content/uploads/2016/02/samg_NBMC-casestudy_web.pdf

    The statements described herein are based on results that were achieved in the corresponding protagonist´s unique setting. Since there is no “typical” hospital, laboratory, radiology department or any other facility mentioned here and many variables exist (size, case mix, level of IT adoption, etc.) there can be no guarantee that other sites will achieve the same results. Information provided here base on the best of our knowledge, i.e. secondary research with no immediate verification of the information provided there. Third party Content provided is obtained from sources believed to be reliable and no guarantees are made by us or the providers of the third party content as to its accuracy, completeness, timeliness.

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  • What if you could turn CAPEX into OPEX?

    What if you could turn CAPEX into OPEX?

    William Osler Health System, Ontario, Canada

    “We now have a great partner who can help us to look at best practices, best workflow and optimal outcomes for patients.”
    Joe Fairbrother,
    MD, Medical Director

    Challenges

    Improve profitability

    Improve quality of care

    Balance fixed vs. variable costs

    • Cut costs while continuing to deliver the highest standard of care and better treatment results
    • Replace obsolete systems while not having the annual budget

    The solution: Healthcare Engineering

    • Procurement, replacement and maintenance of some 190 vendor-neutral diagnostic imaging equipment items for radiology and cardiology
    • Financing and clinical solutions, professional services, room renovations, training for clinical users as well as onsite technical support

    Value contribution

    15 yrs

    15 years technology partnership in radiology

    > 190

    > 190 clinical equipment items

    100%

    Fully financed through Siemens, all equipment purchases converted to OPEX


    The results by Siemens’ customers described herein are based on results that were achieved in the customer's unique setting. Since there is no "typical" hospital and many variables exist (e.g. hospital size, case mix, level of IT adoption) there can be no guarantee that other customers will achieve the same results.

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  • Stabilizing processes in the ED increases efficiency and satisfaction of patients and staff

    Stabilizing processes in the ED increases efficiency and satisfaction of patients and staff

    Flowers Hospital, Dothan, Alabama, USA

    “We came into a very difficult staffing and management situation not uncommon in today’s emergency medicine staffing environment. After we built and helped stabilize a solid core group of docs, things improved significantly.”
    Mike Frye,
    MD, FACEP Regional Director*

    Challenges*

    Balance fixed vs. variable costs

    Increase efficiency

    Improve quality of care

    • The Emergency Department (ED) is an important entry point for patients and a major source of revenue
    • Typically, inefficient processes lead to an increase in staff workload, resulting in high turnover and low satisfaction rates

    The solution*

    • Establish a reliable and quality team with strong clinical leadership and commitment to the community
    • Insert a triage provider to prioritize and provide timely care to higher acuity patients, decreasing the number of patients LWOT and door-to-provider times

    Value contribution*

    20%

    Increase in patient volume

    79%

    Decrease in door-to-provider times

    50%

    Decrease in LWOT rates

    Physician Satisfaction

    Staff Turnover


    *According to: ECI Healthcare Partners (2016): Flowers Hospital Case Study - Overcoming Emergency Department Challenges. Source link: http://cdn2.hubspot.net/hubfs/498900/ECI_2016_CaseStudy_Flowers.pdf

    The statements described herein are based on results that were achieved in the corresponding protagonist´s unique setting. Since there is no “typical” hospital, laboratory, radiology department or any other facility mentioned here and many variables exist (size, case mix, level of IT adoption, etc.) there can be no guarantee that other sites will achieve the same results. Information provided here base on the best of our knowledge, i.e. secondary research with no immediate verification of the information provided there. Third party Content provided is obtained from sources believed to be reliable and no guarantees are made by us or the providers of the third party content as to its accuracy, completeness, timeliness.

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  • Lean management in cancer care enables same-day treatment and improves staff satisfaction

    Lean management in cancer care enables same-day treatment and improves staff satisfaction

    University of Michigan Health System (UMHS), Ann Arbor, Michigan, USA

    “This is a group of patients who really need help. They’re having changes in mental status from the brain metastasis, they’re having severe headaches, they’re having pain in the bone. Everybody in the department knows these are people who have to be treated as quickly as possible.”
    Dr. Theodore Lawrence,
    Head of Radiation Oncology*

    Challenges*

    Improve quality of care

    Increase efficiency

    Attract, retain, develop workforce

    • Radiation therapy relieves pain and preserves bone and brain function. Beginning treatment as soon as possible is important for patients with brain or bone metastases, but requires consultation, simulation and planning treatment
    • Only 43% of new patients received the first treatment within a day, while most new patients required three visits to the hospital, taking up to 10 days (consultation appointment, went home, simulation appointment, went home, and then first treatment appointment)
    • The current process is complex, with only 0.2% complying with the full process; in the other cases, additional workaround was needed and led to low staff morale and high turnover

    The solution*

    • Apply lean management methodology to clinical and administrative processes
    • Map current processes, including the 27 process steps, and develop an optimized process map with only 16 steps; total-process times were 290 min. and 225 min., respectively
    • Based on the value-stream mapping, define and address communication and information needs
    • These advancements help the team achieve a second major department goal – improve the morale and work life of staff

    Value contribution*

    Patient treatment on same day

    Reduced working times improved staff morale significantly


    *According to: Lean Enterprise Institute (2008): Fighting Cancer with Linear Accelerators and Accelerated Processes. Source link: http://www.lean.org/common/display/?o=814

    The statements described herein are based on results that were achieved in the corresponding protagonist´s unique setting. Since there is no “typical” hospital, laboratory, radiology department or any other facility mentioned here and many variables exist (size, case mix, level of IT adoption, etc.) there can be no guarantee that other sites will achieve the same results. Information provided here base on the best of our knowledge, i.e. secondary research with no immediate verification of the information provided there. Third party Content provided is obtained from sources believed to be reliable and no guarantees are made by us or the providers of the third party content as to its accuracy, completeness, timeliness.

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  • What if you could increase sample volume by 12% and reduce TAT?

    What if you could increase sample volume by 12% and reduce TAT?

    The reference laboratory of North Memorial Health Care (NMHC) in Minnesota set out to improve efficiency and turnaround time for all testing, as well as increase revenue-producing reference services that rival other healthcare systems. With the help of our project management services and lab technologies, NMHC was able to achieve workflow optimization resulting in, for example, a 12% increase in sample volume and a significant reduction in turnaround times.

    North Memorial Health Care, Robbinsdale, Minnesota, USA

    “Our relationship with Siemens is priceless. They understand what our needs are and what our mission is and our vision and how they fit into it. We couldn’t ask for more.”
    Adam Grau,
    Manager Business Development and Sales

    Challenges*

    Increase efficiency

    Standardize care

    Stay competitive

    • Improve efficiency and turnaround time for all testing
    • Maintain quality of results consistently
    • Increase revenue-producing reference services that rival much bigger healthcare system

    The solution: Healthcare Engineering*

    • Workflow analysis to optimize track design, menu balance, and load balance
    • Project management and implementation of Aptio® Automation, CentraLink™ Data Management System, Refrigerated Storage Module
    • Post-implementation workflow optimization, training, technical services and support

    Value contribution*

    -19%

    Basic Metabolic Panel (BMP) TAT decreased from 32 to 26 minutes

    -17%

    Troponin TAT reduced to 29 minutes, meeting TAT window 97% of the time

    +12%

    Reference laboratory sample volume increased


    The results by Siemens’ customers described herein are based on results that were achieved in the customer's unique setting. Since there is no "typical" hospital and many variables exist (e.g. hospital size, case mix, level of IT adoption) there can be no guarantee that other customers will achieve the same results.

    *For further information, please download the case study

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  • Standardized hospital pharmacy processes reduce sources of error

    Standardized hospital pharmacy processes reduce sources of error

    Virginia Mason Medical Center, Seattle, Washington, USA

    “Visitors who tour our pharmacy are surprised that our throughput is so efficient and yet our work areas are not chaotic. Our pharmacy is tidy and quiet, even without the expensive technology that larger systems might use.”
    Megan McIntyre,
    Pharm.D.*

    Challenges*

    Standardize care

    Improve quality of care

    • Within hospital pharmacies, staff are rushing to fulfill complex orders for providers
    • Emergent patients needs, combined with increasingly complex medications, changing staff shifts, and new team members, increase risk for errors that may lead to drastic consequences

    The solution*

    Follow a strategic and comprehensive approach to eliminate sources of failure

    • Inspection: additional check by a technician or pharmacist after a product is drawn up into syringes, but before it is admixed in an infusion bag
    • Workspace layout: create a quiet zone to allow pharmacists and technicians to focus during complex preparations; reorganize compounding hood to improve workflow
    • Implementation of a continuous process supported by barcode scanning:
      1. pharmacist verifies order and generates label
      2. technician selects drug
      3. technician obtains solution
      4. technician scans label, drug, and solution to ensure accuracy
      5. technician prepares medication
      6. final check by pharmacist to ensure the right patient is receiving the right medication at the right dose

    Value contribution*

    Decrease in percentage of distractions and interruptions during medication preparation

    Percentage of wrong preparation techniques

    Percentage of late medication delivery to the patient


    *According to: Virginia Mason Institute (2016): How a Medication Error Spurred Team Engagement, Innovation and Patient Safety. Source link: https://www.virginiamasoninstitute.org/2016/05/medication-error-spurred-team-engagement-innovation-and-patient-safety/

    The statements described herein are based on results that were achieved in the corresponding protagonist´s unique setting. Since there is no “typical” hospital, laboratory, radiology department or any other facility mentioned here and many variables exist (size, case mix, level of IT adoption, etc.) there can be no guarantee that other sites will achieve the same results. Information provided here base on the best of our knowledge, i.e. secondary research with no immediate verification of the information provided there. Third party Content provided is obtained from sources believed to be reliable and no guarantees are made by us or the providers of the third party content as to its accuracy, completeness, timeliness.

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  • Use a re-engineered discharge toolkit to reduce readmission rates

    Use a re-engineered discharge toolkit to reduce readmission rates

    Penn Medicine Chester County Hospital, West Chester, Pennsylvania, U.S.

    “We hear of our patients showing up at the pharmacy holding their After Hospital Care Plan, and bringing it to community meetings and their doctor's offices. They tell us, 'I never let this out of my sight now,' and their physicians love it.”
    Carli Meister,
    M.Sc.A., Registered Nurse, Director Customer Relations and Risk*

    Challenges*

    Manage reputation

    Improve quality of care

    • Patient discharge is an important component of the care process as it defines the handover to other providers or to the patient itself for further treatment
    • Educating patients may influence readmission rates when they understand how to manage their health status, especially in diseases as chronic obstructive pulmonary disease (COPD) and congestive heart failure (CHF)

    The solution*

    Follow a strategic and comprehensive approach to eliminate sources of failure

    • Provide a Re-engineered Discharge Toolkit (RED) that includes evidence-based tools to help hospitals re-engineer their patient discharge processes
    • Implement an “After Hospital Care Plan,” which allows for the individualization of standardized checklists and serves as a user-friendly guide for patients during their first visit with the primary care physician
    • Incorporate the selected elements found most useful, e.g., follow-up phone call to patients at high-risk for readmission and creation of an electronic version of the “After Hospital Care Plan”

    Value contribution*

    50%

    Decrease in readmission rate for patients with CHF

    Average readmission rate for CHF of 14-16%

    38%

    Readmission rate for COPD reduced from 19% to 12%


    *According to: Agency for Healthcare Research and Quality (2015): Penn Medicine Chester County Hospital Implements AHRQ Toolkit to Reduce Readmissions. Source link: http://www.ahrq.gov/policymakers/case-studies/201506.html

    The statements described herein are based on results that were achieved in the corresponding protagonist´s unique setting. Since there is no “typical” hospital, laboratory, radiology department or any other facility mentioned here and many variables exist (size, case mix, level of IT adoption, etc.) there can be no guarantee that other sites will achieve the same results. Information provided here base on the best of our knowledge, i.e. secondary research with no immediate verification of the information provided there. Third party Content provided is obtained from sources believed to be reliable and no guarantees are made by us or the providers of the third party content as to its accuracy, completeness, timeliness.

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  • Replace workarounds with iterative process improvement in surgery preparation

    Replace workarounds with iterative process improvement in surgery preparation

    Western Pennsylvania Hospital, Pittsburgh, Pennsylvania, U.S.

    “In the moment, it may seem that when you are faced with a problem, the most effective thing to do is work around it as quickly as possible, particularly when lives are in the balance. But see how much time was saved—and how much patient care improved—when people at Western Pennsylvania Hospital stopped working around problems, and ambiguities in work processes were systematically eliminated through a series of rapid experiments facilitated by a manager.”*

    Challenges*

    Standardize care

    Increase efficiency

    Balance fixed vs. variable costs

    • The operating room (OR) is a core component and the single most expensive resource of any hospital due to high equipment and staff costs
    • Pre-surgical bloodwork provides essential information for the surgical team and needs to be finished before surgery – otherwise the surgery is delayed, causing idle time cost, with idling OR staff valued at $300 per minute

    The solution*

    Eliminate ambiguity in the blood drawing process by applying the Toyota Production System

    • What: Introduce visual indicators to identify which patients still needed the procedure
    • Who: Designate a specific staff member to draw blood to resolve ambiguity in who is responsible
    • When: Determine a simple visual signal to use when registration is complete
    • Where: Designate a room for the procedure

    Value contribution*

    Time spent registering patients in minutes.

    Percentage of patients with incomplete lab results

    Time spent assembling patients´ charts in hours


    *According to: Harvard Business Review (2005): Fixing Health Care from the Inside, Today. Source link: hhttps://hbr.org/2005/09/fixing-health-care-from-the-inside-today

    The statements described herein are based on results that were achieved in the corresponding protagonist´s unique setting. Since there is no “typical” hospital, laboratory, radiology department or any other facility mentioned here and many variables exist (size, case mix, level of IT adoption, etc.) there can be no guarantee that other sites will achieve the same results. Information provided here base on the best of our knowledge, i.e. secondary research with no immediate verification of the information provided there. Third party Content provided is obtained from sources believed to be reliable and no guarantees are made by us or the providers of the third party content as to its accuracy, completeness, timeliness.

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  • Improve hospitalist patients’ experience by building a patient-centered culture

    Improve hospitalist patients’ experience by building a patient-centered culture

    Rush University Medical Center, Chicago, Illinois, U.S.

    “Prior to implementing any quality improvement initiatives, the group had several educational sessions. These sessions related to the importance of communication, techniques associated with effective communication, and background on the HCAHPS survey and scoring.”*

    Challenges*

    Manage reputation

    Improve quality of care

    • Patient-physician communication is a central part of the patient experience
    • The hospital setting increases the challenge of achieving excellent communication since patients are unfamiliar with physicians and the nature of hospitalist care, with many entering through the emergency department
    • The sheer number of physicians and nurses resulting in multiple handoffs requires standardized processes

    The solution*

    • Initiate a best-practice study on patient-physician communication and derive a checklist including feedback rounds for adaption
    • Monitor the use of the checklists and provide real-time feedback to hospitalists on communication style
    • Create a culture of transparency and sharing of ideas
    • Standardization of hiring and implementation of a resident education plan on the importance of clear, empathetic communication

    Value contribution*

    HCAHPS doctor communication scores

    National percentile on doctor communication


    *According to: The American College of Healthcare Executives (2016): Improving the Experience of Hospitalist Patients through Building a Patient Centered Culture. Source link: https://www.ache.org/PUBS/Research/2016narratives/Narrative9.pdf

    The statements described herein are based on results that were achieved in the corresponding protagonist´s unique setting. Since there is no “typical” hospital, laboratory, radiology department or any other facility mentioned here and many variables exist (size, case mix, level of IT adoption, etc.) there can be no guarantee that other sites will achieve the same results. Information provided here base on the best of our knowledge, i.e. secondary research with no immediate verification of the information provided there. Third party Content provided is obtained from sources believed to be reliable and no guarantees are made by us or the providers of the third party content as to its accuracy, completeness, timeliness.

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  • Avoid closing doors to new patients by reducing backups in the emergency department

    Avoid closing doors to new patients by reducing backups in the emergency department

    Providence St. Vincent Medical Center, Portland, Oregon, U.S.

    “What is unique about Safe Patient Access Capacity Enhancement (SPACE) is its acknowledgement that more than the emergency department is involved in a hospital having to close its doors.”
    Tom Calverley,
    M.D., Medical Director ED*

    Challenges*

    Increase efficiency

    Manage reputation

    Standardize care

    • For many patients, the emergency department (ED) is the first access point to healthcare. Coordination of medical and administrative processes is complex and may lead to backups in the ED, forcing the hospital to temporarily close its doors (diversion status)
    • Patients and referrers experience delayed processes or even remain untreated, potentially turning to competitors and leading to decrease in market share

    The solution*

    Deploying the Safe Patient Access Capacity Enhancement (SPACE) project

    • Taking a patient perspective to identify the process steps, time spent at each step, and potential barriers
    • Enable “Quick Registration,” allowing for registration within one minute so that higher acuity patients can immediately be assessed by starting tests and blood draws
    • Add weekend discharges for behavioral health to avoid backups in the ED
    • Deploy hospital-wide protocol for bed assignment and redesigned patient transportation
    • Implement a “Divert Alert” for monitoring diversion status, using “near diverts” as learning opportunities

    Value contribution*

    Reduction in average diversion hours per month (2006-2010)

    10min.

    Time from bed request to bed assigment

    3min.

    Reduction of average transport time

    7.5%

    Increase in patient volume in the ED

    21%

    Reduction in ED users leaving without being seen/against advice (2007-2009)


    *According to: The Commonwealth Fund (2011): Providence St. Vincent Medical Center: Improving Efficiency by Standardizing Care and Ensuring Access. Source link: http://www.commonwealthfund.org/~/media/files/publications/case-study/2011/jul/1527_edwards_providence_stvincent_efficiency_case_study.pdf

    The statements described herein are based on results that were achieved in the corresponding protagonist´s unique setting. Since there is no “typical” hospital, laboratory, radiology department or any other facility mentioned here and many variables exist (size, case mix, level of IT adoption, etc.) there can be no guarantee that other sites will achieve the same results. Information provided here base on the best of our knowledge, i.e. secondary research with no immediate verification of the information provided there. Third party Content provided is obtained from sources believed to be reliable and no guarantees are made by us or the providers of the third party content as to its accuracy, completeness, timeliness.

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  • Improve congestive heart failure outcomes with a special program for cardiac medical management

    Improve congestive heart failure outcomes with a special program for cardiac medical management

    Fairview Southdale Hospital, Edina, Minnesota, U.S.

    “If you keep looking at the data, and you have a competitive spirit, you keep getting better.”
    Stephen Battista,
    M.D., Chief of Staff and Quality Improvement Director*

    Challenges*

    Stay competitive

    Improve quality of care

    Increase efficiency

    • Time is a determinant when it comes to treatment of acute myocardial infarction patients – studies show a direct correlation between door-to-balloon time and mortality rates
    • Transitions from ambulance to hospital can lengthen time to care delivery
    • Patients with congestive heart failure (CHF) are a major driver of hospital admissions and costs
    • Prevalence increases with age, causing more cases in the future as a result of changes in demography

    The solution*

    • Enable ambulances to send electrocardiogram results directly to the hospital, allowing the hospital to initiate care as soon as the patient arrives
    • Additional tele-assurance program for patients with CHF for daily documentation of their health state and direct interaction (follow-up) when answers indicate a potential problem
    • Special program for cardiac medical management (C.O.R.E.) with nurse practitioners guiding patients with CHF through a series of phases that provide in-depth assessment, treatment, education, and support

    Value contribution*

    -44%

    Door-to-balloon time lower than the 90 min. standard encouraged by IHI/CMS1)

    Southdale's 30-day mortality rate for heart attack patient compared to U.S. average in %

    30-day readmission rate for CHF patients in %


    *According to: The Commonwealth Fund (2011): Fairview Southdale Hospital: Efficiency Through Quality and Innovation. Source link: http://www.commonwealthfund.org/~/media/files/publications/case-study/2011/jul/1522_silowcarroll_fairview_southdale_efficiency_case_study_v3.pdf

    The statements described herein are based on results that were achieved in the corresponding protagonist´s unique setting. Since there is no “typical” hospital, laboratory, radiology department or any other facility mentioned here and many variables exist (size, case mix, level of IT adoption, etc.) there can be no guarantee that other sites will achieve the same results. Information provided here base on the best of our knowledge, i.e. secondary research with no immediate verification of the information provided there. Third party Content provided is obtained from sources believed to be reliable and no guarantees are made by us or the providers of the third party content as to its accuracy, completeness, timeliness.

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  • Lower costs by building a best-in-class skilled nursing facility

    Lower costs by building a best-in-class skilled nursing facility

    Atrius Health, Weymouth, Massachusetts, U.S.

    “The organization began building a preferred network of skilled nursing facilities […] and providers to improve collaboration between facility staff, attending teams and patients’ primary care physicians to help patients recover and return home sooner, improve care coordination […].”*

    Challenges*

    Improve quality of care

    Improve profitability

    • Some patients need professional post-hospital care following a hospital stay from a serious illness or injury
    • Readmission rates of these patients depend on the quality of care offered by a skilled nursing facility (SNF)
    • Communication and care coordination is difficult due to the multitude of providers with different processes, causing unnecessary increases in length of stay and readmissions

    The solution*

    Building a preferred network of SNFs and providers

    • Patients receive care from the organization’s physicians, advance practice clinicians, or affiliated physicians in one of the preferred facilities and one of the organization’s affiliated Nurse Case/Care Managers
    • Access to patients’ electronic medical records supports care coordination (health status, medication, etc.) between care providers
    • Discharge summaries from the SNF to primary care physicians ensures timely follow-up once the patient arrives home

    Value contribution*

    Decrease in average readmission rate from SNFs to the hospital in two years

    Decrease in average length of stay in days in two years

    $2.5m

    Total savings achieved by reduced readmission rates and average length of stay


    *According to: American Hospital Association, Hospitals in Pursuit of Excellence (2015): Building a best in class skilled nursing facility network. Source link: http://www.hpoe.org/MHA_Case_Studies/BuildingaBestinClassSkilledNursingFacilityNetwork_MHA.pdf

    The statements described herein are based on results that were achieved in the corresponding protagonist´s unique setting. Since there is no “typical” hospital, laboratory, radiology department or any other facility mentioned here and many variables exist (size, case mix, level of IT adoption, etc.) there can be no guarantee that other sites will achieve the same results. Information provided here base on the best of our knowledge, i.e. secondary research with no immediate verification of the information provided there. Third party Content provided is obtained from sources believed to be reliable and no guarantees are made by us or the providers of the third party content as to its accuracy, completeness, timeliness.

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  • Reduce costs, unnecessary procedures, and mortality by digitalizing healthcare

    Reduce costs, unnecessary procedures, and mortality by digitalizing healthcare

    Hospital de Dénia-Marina Salud, Alicante, Spain

    “Hospital Marina Salud de Dénia, described as a model for what the hospital of the future should look like, is well on its way to fulfilling its promise.”*

    Challenges*

    Improve quality of care

    Standardize care

    Balance fixed vs. variable costs

    Increase efficiency

    • The complexity of healthcare service provisions requires conducting, documenting, sharing, and analyzing a multitude of information and data
    • Healthcare professionals spend considerable amounts of time on administrative processes that keep them away from patients
    • Since many different people are involved in the service provision processes, data may be incomplete or redundant, complicating communication and inhibiting optimal patient care

    The solution*

    Follow a strategic and comprehensive approach to eliminate sources of failure

    • Implementation of an integrated and patient-centric electronic health record (EHR), connecting the whole hospital network, with the ability to integrate clinical and operational data
    • Clinical changes: standardization of clinical documentation, clinical decision support, data-driven workflow processes, standardized care plans, and avoidance of medical errors and infections
    • Operational changes: improved efficiency and coordination between outpatient and inpatient services, simplified bureaucratic processes, and increased efficiencies in coding

    Value contribution*, **

    95%

    Reduction of unnecessary x-rays in the routine preoperative protocal**

    40%

    Decrease in sepsis mortality rate within one year**

    2.26 FTE

    Equivalent of time savings due to improved discharge and patient transfer process**

    240k

    Cost savings attributed to higher OR efficiency, i.e. increased occupancy while decreasing ORs*

    Decrease in average delay in consultation (2010-2013)**


    *According to: Healthcare IT News (2014): Spanish hospital finds ROI in IT. Source link: http://www.healthcareitnews.com/news/spanish-hospital-finds-roi-it

    **According to: Healthcare Information and Management Systems Society (2014): HIMSS Davies Award Enterprise Application. Source link: http://www.himss.org/sites/himssorg/files/FileDownloads/Marina%20Salud_Clincal%20Value.pdf

    The statements described herein are based on results that were achieved in the corresponding protagonist´s unique setting. Since there is no “typical” hospital, laboratory, radiology department or any other facility mentioned here and many variables exist (size, case mix, level of IT adoption, etc.) there can be no guarantee that other sites will achieve the same results. Information provided here base on the best of our knowledge, i.e. secondary research with no immediate verification of the information provided there. Third party Content provided is obtained from sources believed to be reliable and no guarantees are made by us or the providers of the third party content as to its accuracy, completeness, timeliness.

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  • Ensure patient payment by offering affordable and flexible payment options

    Ensure patient payment by offering affordable and flexible payment options

    Florida Hospital Orlando, Florida, Orlando, U.S.

    “More patients are financially responsible for a higher portion of their care. We must adapt with affordable, flexible payment options.”
    Jeff Hurst,
    Senior Vice President of Finance*

    Challenges*

    Manage reputation

    Improve profitability

    Stay competitive

    • Direct patient payment is an important source of revenue
    • Patients may not fully understand the terminology of healthcare financial literacy
    • Underestimation of cost may impose stress on patients as they have to find ways to finance them
    • Collection of debts increases workload for staff and leaves patients unsatisfied

    The solution*

    • Inform patients during pre-service about all aspects of their financial obligation
    • Offer a pre-calculation of what patients will owe after insurance
    • Offer affordable, flexible payment options to patients (i.e., a consumer-friendly patient loan program)

    Value contribution*

    7.9%

    Increase in upfront patient collections (2010-2013)

    > 80%

    Percentage of patients meeting their financial obligation

    Award winner at Healthcare Business insights 2012 for Revenue Cycle Management

    Increase in patient satisfaction


    *According to: ClearBalance (2015): Florida Hospital Orlando, Journey to Excellence Addresses Patient Pay. Data on file.

    The statements described herein are based on results that were achieved in the corresponding protagonist´s unique setting. Since there is no “typical” hospital, laboratory, radiology department or any other facility mentioned here and many variables exist (size, case mix, level of IT adoption, etc.) there can be no guarantee that other sites will achieve the same results. Information provided here base on the best of our knowledge, i.e. secondary research with no immediate verification of the information provided there. Third party Content provided is obtained from sources believed to be reliable and no guarantees are made by us or the providers of the third party content as to its accuracy, completeness, timeliness.

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  • Improve payment system by implementing automated patient balance notifications

    Improve payment system by implementing automated patient balance notifications

    Northwest Radiology Network, Indiana, U.S.

    “One of the best decisions we’ve made has been adopting [automated] patient balance notifications. Immediately, we saw a 30% increase in our patient collections. We’re also saving money by eliminating many of our paper statements while maintaining excellent customer service.”
    Rhonda Duncan,
    Billing Manager*

    Challenges*

    Balance fixed vs. variable costs

    Increase efficiency

    Improve profitability

    • Patient self-pay is an important source of revenue for radiological services
    • Manual management of patient payments requires a considerable amount of time, keeping staff away from patient care and services
    • Mailed statement expenses also cause additional costs

    The solution*

    • Switch from manual managing and administrating patient self pay to automated processes
    • Deployment of automating phone notifications to patients regarding past due balances
    • Adoption of automated patient balance notifications significantly increases both credit card/auto-post payments as well as overall patient payment delivery
    • Beyond collection-specific metrics, the implementation of automated notifications reduces the investment in mailed statements and staff labor associated with the accounts receivable communication process

    Value contribution*

    $1.35m

    Improvement in annual patient payment delivery

    $50k

    Decrease in staff labor costs

    $60k

    Annual statement savings

    >35%

    Increase in patient payments per month

    >30%

    Increase in self pay as % of charges


    According to: West (TeleVox Solutions) (2015): Automating Patient Balance Notifications. Source link: https://www.televox.com/downloads/nw_radiology_pbn.pdf

    The statements described herein are based on results that were achieved in the corresponding protagonist´s unique setting. Since there is no “typical” hospital, laboratory, radiology department or any other facility mentioned here and many variables exist (size, case mix, level of IT adoption, etc.) there can be no guarantee that other sites will achieve the same results. Information provided here base on the best of our knowledge, i.e. secondary research with no immediate verification of the information provided there. Third party Content provided is obtained from sources believed to be reliable and no guarantees are made by us or the providers of the third party content as to its accuracy, completeness, timeliness.

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  • Increase patient volume in radiology by improving communication with referring physicians

    Increase patient volume in radiology by improving communication with referring physicians

    Columbus Radiology, Columbus, Ohio, U.S.

    “The call center really allows referring physicians and radiologists to connect in ways that are meaningful, which provides value by speeding up patient care, improving the quality of care, and enhancing patient safety”
    Jason Theadore,
    former COO, OhioHealth Neighborhood Care*

    Challenges*

    Increase efficiency

    Stay competitive

    Manage reputation

    • Selecting the appropriate imaging service is challenging for referring physicians, requiring communication between radiologists and referring physicians– interrupting the work of radiologists
    • Differences in working hours between radiology departments and referring physicians complicate real-time communication and information sharing

    The solution*

    • Establish a professional call center by employing clinicians, including imaging technologists and licensed practical nurses with care and customer service experience
    • Set up a Results Communication Center (RCC) with 24/7/365 service
      1. Deliver significant findings to referring physicians by phone
      2. Help referring physicians order appropriate imaging by providing a free 2-hour CME -training and handbooks
      3. Initiate telephone calls between radiologists and referring physicians
    • Improve quality of readings of radiologists by implementing a sophisticated peer review program
    • Start professional referral management and develop collaborative marketing campaigns

    Value contribution*

    Referral relations

    Reputation

    Radiologists workflow interruptions


    According to: The American College of Radiology (2015): Direct Connection. Source link: http://www.acr.org/~/media/ACR/Documents/PDF/Economics/Imaging3/CaseStudies/2015/StrategicPlanning/DirectConnection/Imaging3_DirectConnection_September2015.pdf

    The statements described herein are based on results that were achieved in the corresponding protagonist´s unique setting. Since there is no “typical” hospital, laboratory, radiology department or any other facility mentioned here and many variables exist (size, case mix, level of IT adoption, etc.) there can be no guarantee that other sites will achieve the same results. Information provided here base on the best of our knowledge, i.e. secondary research with no immediate verification of the information provided there. Third party Content provided is obtained from sources believed to be reliable and no guarantees are made by us or the providers of the third party content as to its accuracy, completeness, timeliness.

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  • What if you could systematically analyze and monitor equipment utilization to improve capacity allocation?

    What if you could systematically analyze and monitor equipment utilization to improve capacity allocation?

    VieCuri chose a long-term partnership with Siemens Healthineers due to its clinical experience and modern technological capacity with hybrid systems. The management solutions offered with the Managed Equipment Services (MES) model allows for modernization of the facility, while achieving efficient outcomes that meet VieCuri’s health objectives.

    VieCuri Medical Center, Venlo and Venray, Netherlands

    “Having Siemens as a single partner gives significant advantages to the operating rooms, as they are almost now identical.”
    Dr. G.A. Hoffland,
    Radiologist, VieCuri Medical Center

    Challenges*

    Increase efficiency

    Improve quality of care

    Standardize care

    • Modernizing technology over the long run and ensuring patient safety
    • Ensuring continuous productivity in the delivery of quality patient care
    • Continuously monitoring performance results with transparency and timely reporting

    The solution*

    • Management Equipment Services partnership provides an innovative, performance-based utilization management system
    • Enables systematic analysis and monitoring of equipment utilization
    • Provides benchmarks and recommendations to allow effective capacity allocation and protocol decision-making

    Value contribution*

    25%

    Increase in MRI patients per month

    8%

    Increase in workflow time for PET-CT

    25%

    Decrease in dosage of abdomen contrast application

    $1.5m

    Total savings expected over partnership lifetime*

    99.3%

    System uptime


    The results by Siemens’ customers described herein are based on results that were achieved in the customer's unique setting. Since there is no "typical" hospital and many variables exist (e.g. hospital size, case mix, level of IT adoption) there can be no guarantee that other customers will achieve the same results.

    *For further information, please download the case study

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  • What if you could double your exams, save cost and reduce risk at the same time?

    What if you could double your exams, save cost and reduce risk at the same time?

    The Ministry of Health of Murcia faced increasing healthcare demands in the coastal areas of Cartagena and Mar Menor due to a growing population. They decided to invest in two new hospitals with almost 1,000 beds, equipping them with state-of-the art medical equipment.

    Santa Lucía Cartagena Hospital and Los Arcos del Mar Menor Hospital, Murcia, Spain

    “Having Siemens as a single partner gives significant advantages to the operating rooms, as they are almost now identical.”
    Francisco Agulló,
    General Director, Servicio Murciano de Salud

    Challenges*

    Improve profitability

    Increase efficiency

    Balance fixed vs. variable costs

    • Rising demand for stroke care and pressure to remain at the forefront of stroke provisions required a redesigning of the stroke unit
    • Need to reduce door-to-needle times to improve patient outcomes and quality of life
    • Deploying efficient diagnostic and treatment processes may reduce costs of treatment and increase throughput, while ensuring high-quality outcomes

    The solution*

    • Managed Equipment Services provides maintenance services, upgrades and replacements, user training, on-site expert teams, and financing for 20,000 medical devices
    • Application training and technical support delivered on-site to clinical users
    • Long-term contractual risk transfer, with Siemens Healthineers owning a pre-defined risk percentage of the total deal

    Value contribution*

    83%

    Improvement in resolution times

    25%

    Reduction in overhead burden (Santa Lucia Cartagena) and labor costs (Los Arcos del Mar Menor)

    100%

    Elimination of rescheduling rates from 15% and mammography waiting time from two years on avergae at Los Arcos del Mar Menor

    Increase in exams at Los Arcos del Mar Menor within five years

    150k

    Savings in capital expenditures from 2010-2015 due to reduction in equipment damages costs

    > $3m

    Projected risk savings for Los Arcos del Mar Menor over the next 15 years


    The results by Siemens’ customers described herein are based on results that were achieved in the customer's unique setting. Since there is no "typical" hospital and many variables exist (e.g. hospital size, case mix, level of IT adoption) there can be no guarantee that other customers will achieve the same results.

    *For further information, please download the case study

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  • What if you could improve quality of care in stroke patients and reduce cost at the same time?

    What if you could improve quality of care in stroke patients and reduce cost at the same time?

    Due to the rising need in the community and to remain at the forefront of stroke care provision and research, Rush University Medical Center embarked upon redesigning its stroke service, choosing Siemens Healthineers as its partner to move forward. Best practices and insights from other hospitals shared by Siemens Healthineers enabled joint visions to be set for the future.

    Rush University Medical Center, Chicago, Illinois, U.S.

    “Jointly with Siemens Healthineers we uncovered potential for cost reduction, bringing the cost per stroke case down by 11.2%.”
    Wendy Stark-Riemer,
    MHA, Neurosciences Service Line Administrator

    Challenges

    Improve profitability

    Increase efficiency

    Improve quality of care

    • Rising demand for stroke care and pressure to remain at the forefront of stroke provisions required a redesigning of the stroke unit
    • Need to reduce door-to-needle times to improve patient outcomes and quality of life
    • Deploying efficient diagnostic and treatment processes may reduce costs of treatment and increase throughput, while ensuring high-quality outcomes

    The solution

    • Optimize workflow through the provision of state-of-the-art imaging modalities with consulting of clinical processes and workflows, including optimized interoperability of modalities
    • Project management support during planning and construction
    • Asset and fleet optimization, ensuring maximal returns

    Value contribution*

    33%

    Reduction in the degree of symptom severity at discharge

    27%

    Reduction in door-to-needle time

    25.6%

    Reduction in door-to-intervention time

    11.2%

    Reduction in cost per case

    15.1%

    Increase in number of cases


    The results by Siemens’ customers described herein are based on results that were achieved in the customer's unique setting. Since there is no "typical" hospital and many variables exist (e.g. hospital size, case mix, level of IT adoption) there can be no guarantee that other customers will achieve the same results.

    *For further information, please download the case study

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  • What if you could increase system uptime up to 99.6% and still save cost?

    What if you could increase system uptime up to 99.6% and still save cost?

    Zaans Medical Centre (ZMC) needed a long-term technology partner that could supply and maintain its imaging equipment base for radiology and nuclear medicine, including 40 devices for a new hospital building. ZMC partnered with Siemens Healthineers in order to obtain state-of-the-art equipment, while optimizing lean processes, supporting cost effectiveness, improving operational results, and developing the skills of hospital staff.

    Zaans Medical Centre (ZMC), Zaandam, Netherlands

    “The MES contract provides us important benefits. There is much less internal work required.”
    Martin Borggreve,
    Head of Radiology, ZMC

    Challenges

    Improve profitability

    Increase efficiency

    Balance fixed vs. variable costs

    • State-of-the-art technology is a prerequisite for having a competitive advantage in the healthcare market
    • Due to continuous technological advancements in diagnostic imaging, identifying and selecting technologies to (re-)invest in is increasingly complex
    • Long-term cost-effectiveness is difficult to predict and unplanned system failures and downtimes may undermine investment strategies

    The solution

    • Managed Equipment Services (MES) has a performance-driven payment structure whereby payments are linked to the equipment availability and overall service compliance
    • The MES model has a predictable and fixed pricing mechanism for the integrated technology and service solution
    • Provides an innovative and individualized performance-based utilization management system

    Value contribution*

    100

    Increase in CT exams per month

    99.6%

    System uptime, exceeding targets

    135000

    Annual cost savings under the equipment and service bundle


    The results by Siemens’ customers described herein are based on results that were achieved in the customer's unique setting. Since there is no "typical" hospital and many variables exist (e.g. hospital size, case mix, level of IT adoption) there can be no guarantee that other customers will achieve the same results.

    *For further information, please download the case study

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