Memorial Medical Center takes a holistic approach to organizational transformation

Article Abstract:

Innovative management methods have been of great help to American companies in improving quality and becoming more competitive in the world market. As the need to incorporate total quality becomes more imperative, organizational transformation has also become a common process. At the Memorial Medical Center in Springfield, IL, reducing costs and improving quality through an integrated transformation model that focuses on customer satisfaction has greatly restructured the organization into a more efficient health care institution.

General medical & surgical hospitals, Analysis, Health care industry, Organizational change, Consumer confidence, Total quality management, Memorial Medical Center (Springfield, Illinois)

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Reducing patient-flow cycle time in the emergency room of an inner-city hospital

Article Abstract:

An Emergency Department Action Task Force (EDATF) consulting intervention, which involved goal setting, measurement, and feedback, was able to address an inner-city hospital's problem with long patient-flow cycle time. The process resulted to an average cycle time of 9.4 hours, down from the hospital's previous average cycle time of 18.1 hours. This 48% cycle time reduction was reflected on the 92.5% growth in productivity. The corollary 1,271% annual return on investment was attributed to the 4.1-week payback term.

Emergency medical services

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Productivity Standards in Health Care: Can They Be Developed?

Article Abstract:

Productivity measures in health care systems are necessary because of rising costs and a growing elderly population. The medical field is complex because patient-care results are difficult to measure. Uniform data among hospitals will help the development of a measurement system. Three components of productivity are outlined: basic business productivity, physician-generated clinical productivity, and total health-care system productivity. Public policy is a major criterion in solving the productivity problem.

Medical care

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