Remove Development Remove Efficiency Remove Healthcare Remove Metrics
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How a U.S. Health Care System Uses 15-Minute Huddles to Keep 23 Hospitals Aligned

Harvard Business

A core challenge of management is to ensure that the organization’s priorities, strategies, and metrics are consistently embraced and that any impediments are identified and addressed quickly. But the scale at Intermountain Healthcare, where more than 2,500 huddles occur every morning, makes it especially illuminating and instructive.

System 46
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Using AI to Improve Electronic Health Records

Harvard Business

Electronic health record systems for large, integrated healthcare delivery networks today are often viewed as monolithic, inflexible, difficult to use and costly to configure. developed its own EHR system that is closely aligned with the care and patient relationship practices it employs. splain2me/Getty Images.

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Why GE, Boeing, Lowe’s, and Walmart Are Directly Buying Health Care for Employees

Harvard Business

While Medicare has led the development of bundles in the U.S., It is little surprise that direct employer-purchasing of bundled care is a burgeoning area of healthcare payment innovation. PBGH is a non-profit, employer-led organization that represents public and employer healthcare purchasers, including numerous Fortune 100 companies.

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Keeping Human Stories at the Center of Health Care

Harvard Business

We need a metric for humanity to evaluate the human capacity and connection among caregivers and patients. Let’s develop an up-front “technology ROI” that measures workflow impact, inefficiency, hassle and impact on physician and nurse well-being. Develop metrics around technology deployments that are noted above.

Metrics 28
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How to Get Health Care Employees Onboard with Change

Harvard Business

In healthcare, change is even harder than in most industries. Yet, a variety of financial and operational problems impeded success and we lacked a clear strategic path toward building the kind of coordinated care delivery system healthcare desperately needs. Together we developed an agenda for change and put it into action.

How To 28
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Health Care Providers Must Stop Wasting Patients’ Time

Harvard Business

So unlike your average patient, she described one 12-hour wait in the ER as having a “7% process cycle efficiency.” Like many patients, Jess felt her providers were delivering very little quality of care when defined by the one metric that mattered most to her: time. Jess was trained as a Six Sigma Green Belt.

Metrics 46
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One Hospital’s Experiments in Virtual Health Care

Harvard Business

And we chose providers willing to open up their schedules to see patients virtually, either more efficiently during their clinical hours or during their non-clinical time. Like many hospitals, Brigham and Women’s Hospital (BWH) is actively preparing for the era of virtual care in order to best meet our patients’ needs.