◊ 404-bed not-for-profit, acute-care facility
◊ Regional trauma center (1,000+ cases annually)
◊ 18,939 admissions and 8,095 surgeries
◊ Specialized pediatric care at Children’s Mission Hospital (CHOC)
Mission Hospital tapped VIZZIA to deploy and manage a real-time location system (CenTrak’s combination RFID/IR RTLS) in order to track more than 1,300 pieces of moveable medical equipment (MME). Within just one year, Mission has reduced lost or stolen equipment from 13.8 percent to 0 percent.
- Outsourced equipment distribution process to VIZZIA
- Eliminated need for MME rentals
- Saved more than $150,000 in first year by reducing lost/stolen equipment to 0 percent.
- Nurse satisfaction scores improved dramatically.
- Biomed technicians never need to search for equipment when it’s due for PM.
- Service so well received — added 22 percent more MME units to the system, including gurneys, crash carts, breast pumps, wound vacs and specialty beds
- Located and rescued $26,000 wound vac that had been wrapped in sheets and disposed of in bio-hazard bin.
- Overall, saved more than $600,000 in first year by reducing rentals, eliminating new-equipment purchases and outsourcing management of equipment distribution.
◊ 481-bed not-for-profit, acute-care tertiary facility
◊ 48,192 ED visits, 22,223 surgeries
◊ Named one of the most wired U.S. hospitals, 2004-2008
◊ Managing 2,370 pieces of moveable medical equipment (MME)
Several years ago, VIZZIA installed a low-cost passive RFID system to track and manage Piedmont’s moveable medical equipment. VIZZIA also provides Piedmont with advanced analytics and process-management consulting. Piedmont has been so satisfied with VIZZIA’s services that they recently upgraded to an advanced RTLS system.
Passive RFID results…
- Changed from disparate, department-owned process to centrally managed equipment cleaning and distribution system
- Improved equipment utilization by more than 20 percent.
- Eliminated two years of capital purchases worth $400,000.
- Reduced fleet through attrition by 21 percent
- Lost/stolen pumps dropped from 5.2 percent to 0 percent
- Reduced rentals — saving $97,000 annually
- Redeployed equipment distribution staff, saving 21 percent
- Recently upgraded to VIZZIA RTLS system
◊ 481-bed not-for-profit, acute-care facility
◊ 6,000 newborn deliveries annually
◊ 112,000 emergency department visits
◊ Managing 870 pieces of moveable medical equipment (MME)
Before deploying VIZZIA’s passive RFID asset-tracking solution in 2005, DeKalb Medical Center was spending nearly $300,000/year on rental pumps. Nurses had to waste hours searching for equipment, and biomed technicians felt helpless as 7.2 percent of their fleet disappeared each year due to loss or theft.
- VIZZIA deployed a low-cost passive RFID equipment-tracking system
- DeKalb saved $578,000 by reducing capital purchase of new IV pump fleet
- Increased utilization by more than 23 percent
- Eliminated lost/stolen equipment rate from 7.2 percent to 0.1 percent
- Reduced rentals by 85 percent
- Able to redeploy 70 IV pumps
- Nurse satisfaction scores improved dramatically
- Biomed technicians never need to search for devices when they’re due for PM
ED WORKFLOW IMPROVEMENT
◊ 907-bed facility
◊ 112,000-visit ED census (2009)
◊ Level-1 trauma center
◊ One of the 25 busiest ED’s in the U.S. in 2001
After adopting an advanced RTLS system, Christiana Hospital managers have watched revenue and patient-satisfaction numbers rise while wait times and LWOT rates plummet. U.S. News and World Report recently ranked Christiana one of America’s Best Hospitals.
- “Recaptured” patients worth more than $400,000 in ED and admitted-patient revenue on an annualized basis.
- Data has enabled ED redesign, accounting for reductions in LWOT from 8 percent to 3.4 percent.
- Improved patient satisfaction levels among low-acuity patients from the 73rd percentile to the 99th percentile, based on the Press Ganey scale.
- Decreased wait times by 46 percent.
- Reduced admitted patient length-of-stay by 36 minutes, while census rose 7 percent.
- Reduced average treated-and-released patient length-of-stay by 45 minutes.
- Reduced length-of-stay for low-acuity patients by more than one hour.
- Reduced patient walkouts by 24 percent.
- Decreased left-without-treatment (LWOT) rate for low-acuity patients from 4.5 percent to 2.5 percent.
- Reduced rate of “left without being seen” by 46 percent.
- Increased staff safety with automatic log of all patient interactions.
ALBERT EINSTEIN MEDICAL CENTER | Philadelphia, Penn.
◊ 509-bed teaching facility
◊ 90,000-visit ED census (2009)
◊ Level-1 trauma center
◊ 48 treatment areas (rooms/bays)
On average, patients admitted to Albert Einstein Medical in 2002 spent nine hours in the Emergency Department before transfer or discharge. Six years later, after deploying an advanced RTLS infrastructure to track wait times and patient interactions, ED patient stay has decreased to 3.5 hours.
- Generated $9.95 million per year in revenue by reducing incidence of left-without-treatment (LWOT) and diversion
- Reduced ED length-of-stay from approximately nine hours in 2002 to less than 3.5 hours in 2008 — despite a 24 percent increase in census
- Fewer walkouts: Percentage of patients who left without being treated due to long wait times dropped from 5 to 0.5 percent.
- Decreased average diversion hours per month by 89 percent.
- Reduced payment denials for ED services from 3.4 percent to 2.1 percent
- ED patient satisfaction, as measured by Press Ganey, rose 15 percent.
- Improved collection rate of key intervals to 100 percent.
- Decreased decision-to-bed interval times for admitted patients by 25 percent.
PROVIDENCE ST. VINCENT MEDICAL CENTER | Portland, Ore.
◊ 523-bed facility
◊ Eight-time “Top 100” hospital (Solucient)
◊ More than 25,000 surgeries per year
◊ 57 pre-op beds, 27 operating rooms
What could your staff do with an extra 1,125 hours? That’s how much time Providence St. Vincent Medical saved just by making fewer inter-office phone calls after the hospital deployed an RTLS system to automate OR patient throughput. The increased efficiency resulted in dozens of additional cases each month.
- Solution enabled PSV to add an average of 49 more cases per month (worth approx. $35.2 million annually)
- Decreased OR turnaround time pre/post implementation (2002 v. 2008) by 23 percent
- Reduction in inter-department phone calls by 82 percent; saved 4.5 hours per day (or more than 1,125 hours per year)
- Improvement in timely administration of antibiotics by 53 percent
- Staff satisfaction increased from 2.65 out of 5 to 4.26 out of 5.
- Reduced time to source moveable medical equipment
- 100-percent anticipation of staffing needs for post-op by patient acuity
- Immediate notification of family post-surgery
- One charge nurse can manage 53 pre-op beds
- Created a noticeably quieter OR, promoting an environment of healing