CQO Movement Case Studies
AHRMM has worked with several healthcare supply chain teams to develop case studies highlighting how their organizations have embraced the Cost, Quality, and Outcomes (CQO) Movement. Read the case studies to learn how other supply chain professionals work at the intersection of CQO to reduce costs while improving patient care and driving greater financial outcomes for their organizations.
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9 results returned
May 12, 2015 | Content Areas: Leadership | Tags: Analytics, Cost Management, CQO, Distribution, Inventory Management | Formats: Case Study
Through its CQO initiatives, Providence has improved process efficiency, driven down costs, and enhanced its delivery of patient care. Read how the organization improved inventory management in the nursing units, enhanced the purchasing, billing and reimbursement processes by implementing an electronic medical record, and standardized products and services through partnering with clinicians.
August 25, 2014 | Content Areas: Leadership | Tags: Analytics, CQO, Physician Preference, Strategic Sourcing | Formats: Case Study
Over the past two years, the supply chain team at CHRISTUS Health has joined the Cost, Quality, and Outcomes (CQO) Movement, implementing strategies designed to improve the quality of patient services and care while driving greater efficiency and better financial outcomes for the organization. By building a supply chain organization that evaluates products through what Hardin refers to as a “CQO filter,” CHRISTUS Health has saved $5 million in just one service line (total joint procedures) and is now applying CQO tenets to all of its procurement activities.
By working inter-professionally at the intersection of Cost, Quality, and Outcomes (CQO), University of Virginia (UVA) Health System has systematically reduced three of the most prevalent hospital-acquired conditions (HACs): hospital-acquired pressure ulcers (HAPUs), catheter-associated urinary tract infections (CAUTIs) and central line-associated bloodstream infections (CLABSIs), representing $6.7M in related cost reductions.
August 22, 2014 | Content Areas: Leadership | Tags: Analytics, CQO, Data Standards | Formats: Case Study
By using GS1 Global Location Numbers (GLNs) and Global Trade Item Numbers (GTIN) in place of proprietary location and product identifiers within its internal systems and processes, and in transactions with Cook Medical and other business partners, Franciscan Missionaries of Our Lady Health System (FMOLHS) is working to reduce operational costs through greater efficiency, improve patient care quality by ensuring the right products are available at the right times and in the right locations, and achieve better financial outcomes by driving greater accuracy in the reimbursement process.
August 22, 2014 | Content Areas: Leadership | Tags: Analytics, CQO, Physician Preference | Formats: Case Study
Recognized for its strategic role within the organization, the supply chain team at OHS is collaborating within a multidisciplinary team of clinical staff, physicians, operators, project management, and analytics staff to reduce costs while improving clinical and financial outcomes. Embracing the Cost, Quality, and Outcomes (CQO) Movement, this “Pursuit of Value” team has achieved a $3.4 million annualized savings in three key service lines – Orthopedics, Spine, and Cardiology. At the same time, their work has improved the patient care experience in terms of higher patient satisfaction, standardized care processes, shorter length of stay, and reduced wait times for high-volume procedures.
August 22, 2014 | Content Areas: Leadership | Tags: Analytics, CQO, Distribution, Physician Preference | Formats: Case Study
Leveraging an innovative spine implant distribution model through which the organization consolidated vendors and internalized functions previously performed by external parties, ROi has helped significantly drive down spine implant costs, decrease inventory, and reduce procedural times, all while the providers its serves maintain the highest quality patient care.
February 25, 2014 | Content Areas: Leadership | Tags: Analytics, CQO, Physician Preference | Formats: Case Study
The supply chain team at Vanderbilt University Medical Center (VUMC) has been ahead of the curve when it comes to working at the intersection of Cost, Quality, and Outcomes (CQO), having embraced this approach in 2008 as a way to reduce costs while improving patient care and driving greater financial outcomes for the organization. Through its CQO initiatives, VUMC has reduced approximately $10 million annually allowing supply expenses as a percentage of total operating expense to remain relatively flat over the past six years.