Improving patient care quality starts with identifying where variations in care delivery exist and learning how to improve outcomes while minimizing clinician burnout
Implementing quality improvement measures requires clear performance goals and benchmarks to drive accountability, as well as operational and clinical analytics to guide process improvements and care redesign efforts. Whether your organization is looking to improve patient quality scores and experiences, or striving to reduce patient harm, Vizient can support you every stage of the way.
Novant Health enhances systemwide quality controlImplementing a single data source across 15 medical centers gave facility leaders the insights needed to implement and sustain quality improvements
NYC Health + Hospitals takes a comprehensive approach to support first-year nursesOver 1,300 nurses across 25 cohorts have participated in the program contributing to the health system's 90% retention rate for new nurses.
A data-driven approach to rise above health inequityA 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.
UCLA Health increases compliance and reduces mortality for patients with sepsis on admission through data-back improvement project.
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.
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.
Norman Regional Health System developed its leadership and leveraged a cascading strategy to build a highly reliable organization.
Northwestern Medicine LFH uses standard work to reduce hospital-acquired injuriesStriving 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.
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.
Aligning values and expertise at INTEGRIS HealthAt 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.
Northwestern Medicine Lake Forest Hospital prevents adverse events by improving hypoglycemia recheck timelinessThe 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.
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.
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Clinical Team Insights helps advanced practice providers break down silosNebraska 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.
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.
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