Healthcare providers can use quality-improvement techniques and tools to reduce medical errors and help ensure patient safety. Eliminating waste and rework also increases patient-handling capacity and flow, which decreases wait times and potentially harmful delays in care. The result is a safer, more efficient, cost-effective system that better satisfies patients and healthcare workers.
White Paper: The Economic Case for Quality® (PDF, 102 KB)
SSM Health Care (PDF, 26 KB)
This St. Louis-based nonprofit healthcare system increased its market share to 18% over three years while three of its five competitors lost market share.
Saint Luke’s Hospital of Kansas City (SLH) (PDF, 29 KB)
Financial performance steadily increased for three years, and client satisfaction scores ranked Saint Luke’s 35th out of 4,500 hospitals nationwide.
Thibodaux Regional Medical Center (PDF, 26 KB)
At this Southern Louisiana acute-care facility, an accounts-receivable project increased cash flow by $2 million per year, inventory reduction achieved annual cost savings of $450,000, and a medication-management project decreased defects by 42%.
Baptist Hospital, Inc. (PDF, 36 KB)
Overall patient satisfaction for this Florida-based healthcare provider rose into the 99th percentile for several years; staff satisfaction rose from 47% to 84% over five years.
What Do CEOs Think About Quality? (PDF, 649 KB)
ASQ surveyed executives to learn what they currently think and to help quality professionals make the economic case for quality.
From Quality Progress Magazine - May 2004
Greg Weiler, ASQ project leader
Six Sigma and the Bottom Line (PDF, 136KB)
by Soren Bisgaard and Johannes Freiesleben
This Quality Progress article explains the economic benefits of Six Sigma, Black Belts (BBs) and Green Belts (GBs) must speak the language of upper management.