Inside Health Care

Georgia Institute of Technology’s picture

By: Georgia Institute of Technology

In 2008, Children’s Healthcare of Atlanta saw more than 170,000 patients across all three of its three emergency departments. That kind of volume demands an effective and efficient process, and staff spent the past three years developing a master facility plan to do just that. However, moving into a larger space didn't yield the expected results.

Chip R. Bell and John R. Patterson’s default image

By: Chip R. Bell and John R. Patterson

The New Yorker magazine featured a cartoon showing a discussion between a salesman and his sales manager. The despondent salesman asked, “I know you’re always telling us to sell the sizzle and not the steak, Mr. Bollinger, but just what is the sizzle of a 90º elbow, flexible-copper fitting?”

Minitab Inc.’s picture

By: Minitab Inc.

A $1 billion annual budget may sound ample, but a few years ago, the costs of services ranging from law enforcement to cleaning county buildings had squeezed the government of Erie County, New York, to its limit. Residents faced a painful choice: raise taxes or slash services. But Chris Collins, who has extensive experience using lean Six Sigma to analyze and solve business problems, believed the same methods could save county dollars and enhance local services.

Dale Hershfield’s picture

By: Dale Hershfield

Twitter is the latest new thing. Want to follow John McCain or Al Gore throughout their day? Easy. Just sign up to receive their tweets. While their tweets may provide insights, or just entertainment (Ashton Kutcher and 50 Cent also tweet), does Twitter have value for business management?

The idea may not be far fetched—remember that instant messaging initially met with disdain by corporate IT types but has now become nearly as mainstream in corporations as e-mail.

Laurel Thoennes @ Quality Digest’s picture

By: Laurel Thoennes @ Quality Digest

“You can put your clothes back on,” the doctor says as he walks out. Before you know it, he’s back and you’re still hopping around the cold floor, aiming for your pant leg and with your sweater on backward. There’s no time for embarrassment, because the doctor declares that you need surgery. You don’t remember finishing dressing or half of what the doctor told you, and now it’s too late to ask, “Can you run that by me again?”

Craig Cochran’s picture

By: Craig Cochran

When I first got into quality, I really hated verifying the effectiveness of actions taken to correct a problem. After all, I was young and inexperienced. All of the people whose actions I was verifying were older, wiser, and more experienced than I was. Who was I to say that their actions were effective or ineffective? My assumptions were as follows:

Geoff Bilau’s picture

By: Geoff Bilau

Geoff Bilau, senior writer for the International Association for Plumbing and Mechanical Officials (IAPMO) Group, was awarded first place for his paper by the American National Standards Institute (ANSI) for describing the importants of quality standards and accreditation.


Patrice L. Spath’s picture

By: Patrice L. Spath

Wini Hayes’s picture

By: Wini Hayes

A well-respected surgical group requests a new surgical device that they swear will revolutionize how surgery is performed in your hospital. The price tag is well into seven figures, with significant annual maintenance and training costs. A competing hospital is advertising to consumers that they have the device.

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