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Category Archives: Healthcare Value Network

Resident-Driven Lean Daily Management System to Enhance Care Experience at a Safety Net Hospital

Posted on by CATALYSIS

This article studies the impact of a lean daily management system at Zuckerbreg San Francisco General Hospital and Trauma Center. Objective: To describe the use of Lean in urology at Zuckerberg San Francisco General, a community safety-net and trauma hospital that serves as a major teaching site for the University of California San Francisco. Methods: […]

Cleveland Clinic, Epic Develop Home Monitoring Tool for COVID-19 Patients

Posted on by CATALYSIS

Article from Modern Healthcare featuring work from Catalysis Healthcare Value Network member, Cleveland Clinic, and sponsor memeber, Epic. Cleveland Clinic worked with Epic, its electronic health record vendor, to develop and implement a COVID-19 home monitoring program that is now available for other healthcare organizations across the country to use. Collaboration among clinicians and analysts helped the […]

A Standardized Management System and an Improvement Culture allow for fast, safe, and efficient response to Covid-19

By Lisa Yerian M.D. and John Toussaint M.D. There is great concern throughout the U.S. that health systems will not be able to meet the demand of the potential exponential growth of critically ill patients with COVID-19. This is playing out in New York where some hospitals have full ICUs and too few ventilators to […]

Leading a Culture of Improvement: From Knowledge to Practice at Cleveland Clinic

Posted on by CATALYSIS

Cleveland Clinic will host an interactive learning event on the Cleveland Clinic Improvement Model December 9-11, 2019. The learning objectives of this event are: Identify the key components of a successful tiered huddle system to create their own tiered huddle that engages caregivers in identifying and solving problems Describe how creating a system for problem […]

Closing The Gateway From Surgery To Persistent Opioid Use

Posted on by CATALYSIS

Fifty million Americans have surgery each year. Approximately 2 million of these surgical patients will develop persistent opioid use (meaning they continue to use opioids 90–180 days after surgery). For far too many people, surgery is a critical gateway to the tragedy of opioid addiction. As a practicing anesthesiologist, I’ve been administering opioids for 20 years to […]

Improving Governance Through Gemba Walks

Posted on by CATALYSIS

Hospital board members can sometimes feel isolated from the rest of the organization. Even under ideal circumstances – they receive good data and information from the senior leadership team and during board meetings have great discussions about the organization’s True North measures – they may still feel disconnected, depending on the size of the organization and […]

How a U.S. Health Care System Uses 15-Minute Huddles to Keep 23 Hospitals Aligned

Posted on by CATALYSIS

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. At Salt Lake City-based Intermountain Healthcare, ensuring the alignment of all these things to provide extraordinary care requires a constant regimented focus across our 23 hospitals, 170 clinics, and […]

Applying Lean Principles to Board Work

Posted on by CATALYSIS

St. Charles Health System’s embrace of lean practices led to a new culture and revitalized governance model Health care is ripe for change. The evidence is all around us. A majority of healthcare leaders recently surveyed said hospitals and health systems are most in need of disruptive innovation (New England Journal of Medicine Catalyst, February 16, […]