Concurrently reduced nursing labor costs by 20% annually (= $1.5 million) and improved the staffing coverage hour-by-hour by 70%.
Reduced annual turnover of hospital staff from 20% to 2.2%.
Reduced costs of geriatric/psychiatric units by 85% annually by terminating management of outside vendor and operating in house.
Reduced ED patient length of stay by 50% which achieved high customer satisfaction as well as permitted a reduction in labor costs of 25% (or $419,000 annually).
Improved customer satisfaction to a level where 95% of all patients rated hospital patient care a 5 on scale of 1 – 5.
Improved surgeon satisfaction by 80% for on-time starts, by 100% for room turnover, and by 63% for staff attitudes.
Surgery Services profit grew by $1 million by improving room usage that permitted revenue growth of $750,000 and reducing material cost by $250,000.
Increased scheduling accuracy by 16%, OR room turnover by 25%, “on-time” case starts for 1st case of day by 60% and “to follow” cases by 32%.
Developed new heart cath procedure planning and scheduling techniques that reduced payroll costs by 15% along with increased service level. Permitted 100% of 4,200 annual procedures to be performed during normal business hours at regular time and at no additional cost where previously 30% was performed after normal business hours and on weekends incurring overtime.
Heart cath scheduling techniques permitted increasing on-time starts for “first case of the day” from 60% to 95% and for all “to follow” cases from 60% to 90%.
Improved pharmacy service efficiency by 50%.
Improved housekeeping efficiency by 30%.
Obtained new CT in 4 months that the hospital had sought for 5 years.
