Case Study
$21B U.S. For-Profit Healthcare Provider Transforms Service and Quality at a Recently Acquired Medical Center, Delivering 7:1 ROI
7:1
Return on Investment
Strategic Imperative
To pursue breakthrough change, dramatically improve customer satisfaction, simultaneously lower operating costs, and routinely achieve 14% EBITDA performance
Client Background
- Recently acquired 199-bed acute care medical center serving the local Florida community for more than 55 years
- CEO had defined a clear future vision and an ambitious transformation agenda for the medical center
- Scope centered on inpatient and outpatient service operations, including scheduling-intensive diagnostic and exam workflows
- Service performance depended on coordinated scheduling, technologist capacity, physical layout, physician alignment, and accurate exam standards
- Seasonal tourism increased patient volumes by 30% or more from January through April
- Service and quality problems were widely acknowledged by physicians, patients, and the surrounding community
Key Issues & Barriers
- Customer satisfaction and service lacked measurable goals across both inpatient and outpatient care
- Outdated scheduling systems and poorly integrated workflows limited coordination between inpatient and outpatient services
- Exam processes contained high levels of non-value-added activity, limiting efficient service delivery
- Productivity measurement systems required significant upgrades to provide accurate performance visibility and control
- Performance standards were materially inaccurate because they had been extrapolated from actual hours expended
- Core management attitudes required a significant shift to support the CEO’s transformation vision
Key Implementation Components
- Implemented an integrated master scheduling system across inpatient and outpatient hospital functions
- Cross-trained technologists to provide required workforce flexibility across changing patient volumes and service demand
- Redesigned the physical layout to better support revised exam processes and service delivery
- Redesigned exam processes to eliminate non-value-added activity and improve operating efficiency across service areas
- Established standardized exam protocols to create consistent execution across clinical and scheduling teams
- Set performance targets and role expectations for technologists, schedulers, and physicians linked to patient expectations
Benefits & Results
7:1
Return on Investment
60%
Patient Schedule Attainment Improvement
26%
Productivity Improvement