Change for a thriving future.
Helping clients navigate the dynamic journey of change.
GE Healthcare Consulting aims to activate a thriving healthcare future. Our teams bring diverse perspectives and deep industry experience to support our clients in their journeys to accelerate digital transformation, evolve their business models, integrate the care ecosystem, and implement a culture of continuous change.
When implementing solutions, we partner with healthcare organizations to accelerate their digital transformation, evolve their business model and transform their care ecosystem.
At GE Healthcare Consulting, we foster a collaborative environment where the experiences, ideas and solutions from our team members are highly valued.
An effective integration plan not only aligns operations and maximizes the collective system resources, it also serves ...
The COVID-19 pandemic has disrupted healthcare organizations in every way imaginable, from care delivery to staffing to ...
As healthcare organizations are looking for strategic initiatives to transport them into the future, clinical ...
The 8 critical determinants of successful surgical programs during COVID-19.
Navigating The “New Normal” in Healthcare: Capacity Management and Operational Efficiency Today and Addressing the ...
Learn how GE Healthcare Consulting turned a $4B Health System’s clinical asset investments into a competitive advantage ...
The United States has 941,520 licensed hospital beds. Just under 65,000 of them are intensive care beds.That’s not ...
From Our Clients
GE Healthcare Partner’s innovative thinking and operational expertise have been an excellent complement to our team as we increase quality care while reducing costs. We were able to leverage their practical, no-nonsense approach to yield plans that have produced meaningful results.
... one of the benefits we have seen with GE coming in is they engaged our employees and providers from the very get go. We couldn’t make these sustained improvements without our team being very engaged in this.
The GE process helped us understand patient assignment workloads, workflows, and work processes, with an orientation to maximizing the value of the nurses’ time on the units.
We have engaged our executive team in being part of process improvement work. We also have empowered our black belts and trained them in CAP and Work-Out. The combination of the two helps make them expert facilitators with a full tool bag for leading people through change initiatives.
I liked the thoroughness. The simulation data made it very easy for me to create confidence in our board.
As a result of the strategic planning process from GE Healthcare, we know our market and our business significantly better than we ever have. We have financial models and levers that we use to drive our performance. We have clear strategies with action plans for all of our divisions. Our capital spending is directly tied to our strategic programs and priorities.
Working with GE Healthcare Consulting, we’ve saved $35 million in Non -Labor costs. This makes SHS stronger and allows us to focus even more on what’s truly important—delivering the highest-quality care to our communities.
GE was willing to work with us in a hybrid role so we could learn from them. They had expertise and the methodology in simulation that we were only beginning to accrue. Our industrial systems engineers took part in the data collection and used the methodologies and simulation tools, learning how we might apply them elsewhere.
We knew we would have to get smarter about our existing processes and find areas where we could eliminate waste and become more efficient, not only to address current revenue challenges but to plan for the future.
If you draw something on paper, it’s one thing. Actually, seeing the lines of transport come to life really makes a difference.
The GE process helped us become better at monitoring transitions in care – the days/times that patients were entering and leaving a given unit and when staff from laboratory, pharmacy, and other departments were coming and going.
GE Healthcare very quickly helped us find areas where we could recognize savings to help fill our revenue gap.
More than just cost-cutting measures, we learned ways to get all of our staff deeply engaged in the shared goal to improve the way we work and to adapt our process and culture.
One of the provocative findings from the GE analysis was that we were using highly skilled individuals for tasks that didn’t necessarily require that skill.
What it did and will continue to do is help us all get on the same page. Everybody had ideas about how much capacity we needed, and those ideas varied widely. This engagement took out all the guesswork and all the anecdotal information.
It became very clear early on that the Virtual ICU we already had in place to enable critical care expertise to rapidly reach a patient in a remote location would be a good tool to utilize in this crisis.