A large academic health system aligns their diverse medical facilities to improve care delivery
Aligning cost and quality strategies systemwide for market growth
Initially each facility maintained services and analytics used to guide goal planning and performance improvement independently. After expanding their use of the Vizient clinical and operational analytics, advisory and group purchasing organization services the health system quickly generated efficiencies and savings that move their systemwide growth strategy foreword.
RUSH reduces readmission rates by applying collaboration, leading strategies and analytics
Benchmarking and collaboration help RUSH reduce readmission rates
RUSH University System for Health partners with Vizient in its efforts to reduce readmission rates. RUSH uses the Clinical Data Base to measure their performance and participates in the Performance Improvement Stroke Collaborative and High Utilizer Collaborative. During a 12-month period, the collaborative realized 27 fewer readmissions, avoiding an estimated $694,000 of potential costs.
Nurse residency program increases nurse retention by improving transition to practice
NYC Health + Hospitals takes a comprehensive approach to support first-year nurses
Over 1,300 nurses across 25 cohorts have participated in the program contributing to the health system's 90% retention rate for new nurses.Identify systemwide quality improvement priorities by unifying disparate clinical data
Novant Health enhances systemwide quality control
Implementing a single data source across 15 medical centers gave facility leaders the insights needed to implement and sustain quality improvementsEvolving a healthcare strategic partnership
Driven to continue its journey towards improved quality scores and cost-savings goals, Baptist Memorial Health Care – a 22-hospital healthcare system operating in Tennessee, Mississippi and Arkansas – partnered with Vizient beyond its original GPO contract to a total performance management agreement. The health system is on track to achieve the goal of $73 million in cost savings and added revenue across workforce, pharmacy, supply chain and purchased services opportunities.
Collaboration, leadership and data improve patient care
UCLA Health has a unified trio of leaders who have been guiding the organization to repeated successes in their journey of continuous, sustained improvement since 2014. This trio relies on a framework to facilitate positive change called MOVERS which taps into their organizational culture unifies their teams around a systemwide quality improvement effort.
A data-driven approach to capacity management
A data-driven approach to capacity management
Los Angeles-based Keck Medicine of the University of Southern California embarked on a multiyear initiative to optimize the movement of patients through its facilities; known simply as patient flow. Thanks to staff-wide commitment — and with the valued assistance of Vizient data and analytics tools — the length of hospital stays has been significantly reduced.
A systemwide pharmacy network improves performance for inpatient and outpatient pharmacies
Speed to value: How Providence accelerated its pharmacy management performance
For Ellie Bahou, senior vice president and chief pharmacy officer at Providence, implementing a systemwide pharmacy network was the path to improving Providence’s operational performance. By aligning pharmacy operations across its 53 inpatient and outpatient facilities, the health system saved $8.5 million on drug spend.Yale New Haven Health System leads a successful supplier transition during COVID-19
Transforming its supply chain and transitioning suppliers in the pandemic
Lori Lee, senior vice president of clinical operations, took the helm of Yale New Haven Health System's supply chain and began a distributor transition during the height of COVID with Vizient leading the RFP process.A partnership model embedding technology and supply chain expertise saves $56 million
Aligning values and expertise at INTEGRIS Health
At INTEGRIS Health, Vizient experts are embedded within the supply chain team and bring industry-leading resources to the table. As a member of both organizations, the partnership supports the healthcare system’s core pillars of excellence and strategy, starting with the supply chain process groundwork, which created a foundation for quick pivots as the COVID-19 pandemic unfolded.Finding more hours in the day at Yuma Regional Medical Center
Caring for a unique population, Yuma Regional Medical Center faced extra pressure to maximize its use of time. Can a process take fewer hours and still lead to better results?
Advanced practice provider engagement increases with executive representation
Clinical Team Insights helps advanced practice providers break down silos
Nebraska Medicine recognized that its advanced practice providers (APPs) needed opportunities for leadership development and wanted to increase APP representation at the executive level. Leveraging lessons learned from a Vizient workshop, Nebraska Medicine leaders launched a program aimed at increasing engagement and connections between APPs and other staff.Building a systemwide supply chain solution across nearly 100 outpatient clinics
Solis Mammography transforms their supply chain generating efficiencies and savings
David Pyle, chief operating officer at Solis Mammography, partnered with Vizient to unite the supply chain process and streamline operations across the organization’s nearly 100 sites of care.Interdisciplinary communication helps Barnes-Jewish achieve lower sepsis mortality
Barnes Jewish Hospital chose to partcipate in an improvement project to reduce mortality by increasing compliance with the SEP-1 bundle in the ED, resulting in a 15% decrese in the mortality index for ED patients.
A commitment to consistent, quality care at Norman Regional Health System
Norman Regional Health System developed its leadership and leveraged a cascading strategy to build a highly reliable organization.
Working to be a high reliability organization reduces hospital-acquired pressure injuries
Northwestern Medicine LFH uses standard work to reduce hospital-acquired injuries
Striving to achieve "zero patient harm," Northwestern Medicine LFH incorporated principles of high reliability and strategies for sustaining management systems. After incorporating these learnings into their standard work, one patient care unit went 150 days without a hospital-acquired pressure injury.Novant Health uses a data-driven approach to systemwide quality improvement
With CDB implemented, Novant Health used the data to improve its quality and safety performance. New insights revealed points of variation in the system and enabled strategic planning to support a quality improvement culture across the system.
New clinical pathway for hip fractures streamlines processes and improves care across 12 hospitals
Sentara Healthcare improves care quality and hospital flow for patients with hip fractures
Sentara Healthcare developed a new clinical pathway to streamline hip fracture care that achieves four primary goals: Get the patient into surgery as quickly as possible, focus on early mobility and ambulating, reduce dependence on opioids and discharge patients to the appropriate care setting.Improve patient care through teamwork and workflow analysis
Northwestern Medicine Lake Forest Hospital prevents adverse events by improving hypoglycemia recheck timeliness
The health system recognized an opportunity to improve the timeliness of repeat point-of-care blood glucose testing following hypoglycemic events, then developed a project charter for a process to increase the frequency of hypoglycemia rechecks that was eventually extended across their entire hospital system.The University of Vermont Medical Center uses data analytics to save up to $5 million on healthcare supply chain
UVM Medical Center uses data to communicate across its supply chain
The University of Vermont Medical Center uses Vizient tools to communicate with suppliers and physicians, reduce costs and meet healthcare performance goals. Additionally, visual data insights help garner support from the executive team that lead to process changes.Turning the tide of the opioid epidemic
Every physician sees the effects in their community. Yet many treatment protocols still call for opioids. Join our efforts to change 20 years of clinical culture. Let's rethink the paradigm of pain.
Optimizing healthcare staffing leads to $6.9 million in savings and higher productivity
A large health system partners with Vizient to improve contracting staffing processes and drive efficiency
One large health system uses Vizient technology and expertise to achieve labor efficiencies across multiple sites of care by identifying ideal staffing ratios, standardizing rates, improving productivity and reducing contract labor expenses.Leveraging insights to improve sepsis care
UCLA Health increases compliance and reduces mortality for patients with sepsis on admission through data-back improvement project.
Building tomorrow’s supply chain at UMass Memorial Health Care
It's not easy to modernize an industry that still runs on fax machines. How do you turn yesterday’s supply chain into today’s value driver? See how we’ve helped UMass Memorial to save $23.7 million in just three years.
Forward-thinking leadership prevents shortages of critical drugs and medical supplies
Ochsner Health accesses critical supplies and medications during the pandemic
Under the leadership of Debbie Simonson, system vice president of pharmacy services, Ochsner Health has built-in resiliency into its supply chain to weather disruptions. Simonson and the Ochsner team had a plan in place for accessing these medications to meet exploding demand.A spend management approach for shoulder replacement surgery
RUSH University Medical Center tapped Vizient Procedural Analytics to generate financial and clinical data needed to persuade surgeons and stakeholders to do things differently.
How leaders at an academic medical center system use data to advance health equity
A data-driven approach to rise above health inequity
A large academic health system was working to create a more inclusive culture by providing education and training on diversity, equity and inclusion and appointing a vice president and chief health equity officer to advance health equity. The new leader participated in the Vizient Health Equity Strategy Accelerator and collaborated with peers from health systems around the country.Many successes, one common thread.
All of the success stories you see here were made possible by our relentless drive to provide unique insights, innovation, bring innovation and build collaboration. It’s The Vizient Difference. And it’s the shortest distance to healthier healthcare.