Who is

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

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.

• 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

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.

• 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

*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.

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

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.

• 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

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.

• 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

*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.

• 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”

*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.

• 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.

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.

• 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

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.

• 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

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.

• 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

*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.

• 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

*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.

• 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

*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.

• 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

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.

• 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

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.

• 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

*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.

• 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

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.

• 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

*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.

• 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

*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.

• 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

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

• 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

*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.

• 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”

*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.

• 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

*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.

• 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

*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.

• 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

*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.

• 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

*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.

• 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

*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.

• 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

*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.

• 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)

*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.

• 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

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.

• 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

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.

• 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

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

• 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

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

• 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

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

• 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

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