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Improving Healthcare

Healthcare Case Studies

Strategies for Success: MAPSS Hospital Implementation

Over the past three years, six hospitals which implemented the MAI MAPSS Program have achieved significant results in patient care and cost avoidance and saving. Outstanding gains have been accomplished in turn-around-times (TAT), error reductions in medication administration and clinical documentation, and the availability of resources, work flow improvements and the utilization of key staff.
The ISO based MAPSS Program, as employed as a risk reduction/process improvement platform, has proven its ability to eliminate the factors associated with experience-based risk. The integration of these management processes into the daily operation of the hospital will ultimately result in the industry-wide reduction of the risk associated with hospital operations.

Strategies for Success: MAPSS in the Pharmacy

The pharmacy implementation occurred in a 400+ bed facility located in the Piedmont area of South Carolina. This hospital was experiencing two issues which interfered with their goal of exceptional care: accuracy of MAR profile and length of expired time of 1st dose antibiotics after physician order.
Post-implementation objective measurements showed significant gains in both of these areas. After implementation MAR profiles matched physician orders 100% of the time and 1st dose antibiotics were administered within 24 minutes post-physician order receipt 100% of the time.
The hospital subsequently utilized MAI’s MAPSS Quality Planning component to implement a 340 B reimbursement plan resulting in over two million dollars in annualized savings.

Strategies for Success: MAPSS in the Laboratory

A 200+ bed hospital located in the Midlands area of South Carolina implemented the process in the laboratory. The laboratory established two core objectives for measurement, both centering on turn-around time: decrease turn around time for STAT CFS Gram Stain Tests and turn-around time on ED Troponin instrumentation and results.
Significant gains were demonstrated through the utilization of the quality planning component of MAPSS. After implementation 100% of all STAT CFS Gram Stains were being performed in 60 minutes or less, 100% of the time, and 100% of all ED Troponin instrumentation and results were performed 97% of the time in 45 minutes or less.

Strategies for Success: MAPSS in the Radiology

The radiology implementation was in the radiology department of a 200+ bed hospital in the coastal area of SC. Objectives established for improvement in the hospital radiology department were: decrease patient wait time for diagnostic mammogram and decreased wait-time for imaging rooms and increase nuclear medicine patient volume per day/room and improve documentation error rate in ultrasound.
Post implementation measuring and monitoring delivered outstanding results. Patient wait time for scheduling diagnostic mammogram was reduced to same day. Imaging room wait times were reduced to 4 days in CT Scan and same day in Nuclear Medicine.
Nuclear medicine patient volume per day/room was increased from 28 patients to 46 patients. Ultrasound documentation error rate was reduced to 0 errors, an admirable 100% accuracy rate.
Cost avoidance of adding another scanner was calculated at over one million dollars of construction and equipment costs.

Strategies for Success: MAPSS in Med Surg

A 500+ bed hospital in northern New Jersey selected MAI’s MAPSS program to assist their hospital in improving two key areas of their Med Surg department. The hospital was experiencing long patient length of stays and a high census in the ED holding area. Combined length of stays averaged above 9 days and the hospital maintained a census of 16 patients in the ED holding area.

Significant gains were made against both objectives following implementation. The hospital was never consistent at maintaining LOS below 7 days. Within three months after beginning implementation LOS rates had been reduced to below 5.3 days and were maintained at this rate, a first for this hospital
ED holding census was reduced to virtually zero patients in the ED holding area for any significant length of time.
Improvements in the Med Surg LOS rate increased patient census capacity by 14 patient bed days per month. Cost avoidance of construction costs for bed increase was calculated at over three million dollars.

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