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Operations

Throughput & cost containment emphasis
Departmental efficiency  |  Business process re-engineering  |  Labor and vendor management

Centralizing Staffing

Restructring Processes

Implemented Service Lines

Reduce 
Inpatient Time

Large Healthcare System: Exceeding $10M annually in agency RN staffing, uncontrollable labor cost, difficulty recruiting.

Result: Immediately centralized RN staffing, approached contingent RN staffing as “agency like” with higher rate of pay with no benefits, implemented single contract with RFP to high use areas with lower rates and fewer paid holidays, reduced to 10 agencies, reduced overall agency RN staffing expenditures by $8M in first year.

Suburban 90K Visit Emergency Department: Left Without Being Seen Rates equating to $50M in NR deterioration.

Result: Restructured patient arrival and triage process, improved physician time at bedside, re-engineered discharge processes, implemented a newly designed coding and billing process/structure, improved annual income by $35M.

Healthcare System Serving 1M People: Lacked needed service lines, inefficient processes and financial under-performance.

Result: Implemented structured neuroscience and orthopedic service lines, reduced OR time for surgical cases, reduced inpatient time and improved clinical outcomes, recruited key physicians to key service lines, reduced length of stay, improved patient outcomes, achieved shorter OR times thereby increasing daily OR throughput.

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