Health Care

Jane Martinsons’s default image

By: Jane Martinsons

With or without health care reform, health care quality professionals know that change is already a new reality for U.S. health care, transforming the industry, their own organizations, and their professional roles on what seems a daily basis.

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By: Georgia Institute of Technology

To improve customer satisfaction, enhance the quality of services and reduce costs, Peach Regional Medical Center has worked with the Georgia Institute of Technology to adopt process improvement techniques traditionally used by the manufacturing industry. Already, Peach Regional Medical Center’s Emergency Department has noted a 20 percent decrease in average length of stay for its patients.

WILLIAM SCHERKENBACH’s picture

By: WILLIAM SCHERKENBACH

I’ve spent most of the past two years living in China where I have learned much on how enterprise is managed over there. Many people have said that this century belongs to Asia. That may be, but they have a lot to learn and change before that happens. They cannot depend on cheap rote labor to claim the century.

Georgia Institute of Technology’s picture

By: Georgia Institute of Technology

(Georgia Tech Enterprise Innovation Institute: Atlanta) -- Debbie Guzman, laboratory director at Athens Regional Medical Center, says that implementing lean principles in a health care setting is especially challenging. Traditionally used in manufacturing, lean refers to an operational strategy derived from the Toyota Production System that focuses on eliminating waste while increasing value-added work to improve profitability, customer satisfaction, throughput time, and employee morale.

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By: National Committee for Quality Assurance

Linda Gleespen’s default image

By: Linda Gleespen

Ten years after the Institute of Medicine released its influential report "To Err Is Human" (www.iom.edu/en/Reports/1999/To-Err-is-Human-Building-A-Safer-Health-System.aspx), hospital care still has many safety problems, and the quality of care remains lower than it should be in many institutions.

Andrea Kabcenell’s default image

By: Andrea Kabcenell

What if hospital leaders had an easier, more streamlined way to chart an improvement path for their organizations? Imagine a list of key processes that could—if implemented reliably—lower mortality,  reduce harm, lessen delays, create a better patient experience, and lower costs. This possibility is now within reach. 

GKS Global Services’s picture

By: GKS Global Services

In this case study of reverse engineering and rapid prototyping we will look at a company that developed an initial prototype of an anti-snoring device based on many years of research in the field of dentistry. The company’s main dental advisor is a pioneering dentist in the research and development of mandibular advancement devices to treat snoring and obstructive sleep apnea (OSA). He designed and created a functional device that comfortably and healthily helps cure snoring. 

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