Our collaborative, shoulder-to-shoulder delivery accelerates value creation and drives real results.
Significant growth via the Ochsner Health Network - serving 1 million patients annually
$3.62 billion in annual net patient revenue in 2016, compared with $930 million in 2006
Identified more than $19 million dollars in revenue and savings opportunities.
Culture Transformation and $5M Cost Savings Annually
Helped Henry Ford Wyandotte Hospital recognize $5 million of cost-saving opportunities annually through efforts to improve efficiency and processes.
$8.5M to $10.7M Identified realistic, achievable, and sustainable cost savings opportunities
Mercy Medical Center hospital leveraged two GE change management tools (CAP and Workout) to existing process improvement efforts, resulting in $6M in improvement benefits.
Reduced patient cancellations at a family practice clinic on the hospital campus from 25 percent to 11 percent, generated $52,000 in additional revenue in less than a year
Improved workflow in the main laboratory enabled closure of a stand-alone stat lab in the emergency department, saving $287,000 per year
Installing processes to ensure proper coding of cervical fusion procedures for billing to Medicare, capturing $304,000 in reimbursements
Delivering $35M in Non-Labor Savings at a Southeastern Health System
A total of $35M was identified in Non-Labor Expense Reduction, surpassing the original goal by $14M.
More than 150 cost savings initiatives identified.
Central Iowa Healthcare
The reduction in the hospital bed count will save CIH more than $20 million in construction costs and save millions more per year in operating expenses.
Multi-state, large hospital system on the West Coast with ~25,000 employees
Delivered Through Paid Leave, Premium Pay Improvements
Acute care hospital in Southern California with ~350 staffed beds
Streamlined processes were developed to approve and post vacancies, and best practices were implemented in staffing. To monitor progress and ensure sustainability, departmental targets were established, and automated tools, utilizing timekeeping, and payroll data were deployed to keep the initiative at the forefront of decision making. Annual recurring overtime savings of $1.1 million were achieved.
From Our Clients
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.
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. It helped us understand patient assignment workloads, workflows, and work processes, with an orientation to maximizing the value of the nurses’ time on the units.
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.
I liked the thoroughness. The simulation data made it very easy for me to create confidence in our board.
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.
If you draw something on paper, it’s one thing. Actually, seeing the lines of transport come to life really makes a difference.
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.
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.
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.
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.
GE Healthcare very quickly helped us find areas where we could recognize savings to help fill our revenue gap.
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.
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.