A leading international medical center with locations in three countries was experiencing a limited understanding of patient flow patterns through the various hospital departments. This led to staffing inadequacies and efficiencies, particularly in the pharmacy and radiology departments.

A premier national medical center’s kidney/liver transplant department wanted to create a central point of contact and a call triage system with the expectation that changes be made with no incremental cost to the organization.

A 50+ year old medical facility in the central U.S. wanted to improve patient flow, patient clinical outcomes and overall patient satisfaction.

The size, layout and space considerations in operating room suites were mandating storage of critical supplies in locations far from the place of need. As a result, staff made multiple trips, intra-case, to find supplies. Guidon stepped in to help this hospital correct the problem.

Cardiac rehab staff members at this facility knew that their patient volume was rising and clients had a high level of satisfaction, but they were unsure what impact rehabilitation services had on their patients, versus those who did not participate in the program. See how Guidon helped the facility evaluate results and improve patient services. 

The Family Birth Center had 87 percent of the market share for the immediate area and was experiencing growth at a rate of 8 percent per year. However, the center did not have comprehensive data regarding its performance, and preliminary benchmarking indicated performance on some indicators, including efficiency, was below state standards.

See how Guidon helped an inpatient unit improve patient safety, streamline staff activities, organize equipment and administrative resources, identify excess inventory and improve quality to mitigate the risk of potential medical errors.

Read how Guidon achieved results for a cardiac catheterization (cath) lab, which provides maintenance and repair for various types of equipment, by helping it rearrange its work area to provide additional storage for equipment that was used on a less frequent basis.

Documentation had become very cumbersome and time-consuming for nurses processing patient admissions, discharges and care documents. See how Guidon helped the hospital-based long-term care unit set and reach a goal of freeing time for the clinical staff to be with patients, rather than doing paperwork.

A hospital and clinic were struggling to break even due to a system weighed down by the clinic’s cost relative to patient volume. The clinic supported the hospital by generating significant technical fees, but Guidon helped it to break even on its own merit.

A premier regional hospital, located in the Midwest, was unable to see enough patients in a timely manner, causing patient frustration. Guidon recommended a pilot project to narrow the scope to a single patient-centric experience, with an end-to-end focus from scheduling through the provision of care.