A home health team noticed a decline in the participation of their clinical staff engagement. the health system’s home health division implemented and adopted the Learning and Engagement System (LENS™) visual management system — a solution offered through Vizient Safe and Reliable Healthcare.
The academic health system partnered with Vizient met with experts ® to tackle large scale financial improvements, including reducing operational costs, improving patient access, growing service lines and modernizing their IT infrastructure.
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.
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.
NYC Health + Hospitals partnered with Vizient to implement residency program addressing high nurse turnover rates. The program aimed to provide the clinical and emotional support from leadership that new nurses needed. By scaling up the program, the health system retained more nurses and reduced turnover rates, resulting in significant cost savings and improved patient care. The success of the program has even attracted nurses from outside to join the system.
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.
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.
UCLA Health’s leadership ensures continuous, sustained improvement
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.
Using data and repeatable processes to drive savings
Baptist Memorial Health Care 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 increases compliance and reduces mortality for patients with sepsis on admission through data-back improvement project.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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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.
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.
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.
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.
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.