Individual Hospital

IHO approaches are scientifically grounded and have been successfully applied with dramatic financial and quality of care improvement results at numerous leading hospitals. For more information about IHO programs and services, please contact us.

University Health Network (Phase I-II)

Mayo Clinic, Jacksonville, Florida (Phase I)

  • Surgical case volume increased by 4%
  • Surgical minutes and OR utilization increased 5% each
  • Average OR overtime staffing decreased 27%
  • 84% compliance with waiting time limits for emergent and urgent care
  • No reported incidences of not being able to access OR in a timely manner
  • Annual staff turnover cost reduced by $1.07 million
  • OR annual net revenue increased by $5 million
  • Article: Re-engineering the Operating Room Using Variability Methodology to Improve Health Care Value

Cincinnati Children’s Hospital Medical Center, Cincinnati, Ohio (Phases I-III)

  • Weekday OR waiting time for emergent/urgent surgical cases reduced by 28% (despite an increase in case volume of 24%) (Phase I)
  • Weekend OR waiting time decreased by 34% despite an increase in volume of 37%) (Phase I)
  • OR overtime reduced by 57% (Phase I)
  • Surgical throughput increased by 5% (an equivalent of an additional OR) (Phase I)
  • Multi-year 7% increase in annual surgical throughput without adding new ORs (Phase II & III)
  • $115 million increase in annual revenue/cost savings (Phase II & III)
  • Over $100 million in avoided capital cost (Phase II & III)

The Ottawa Hospital, Ottawa, Ontario (Phase I)

The Johns Hopkins Hospital, Baltimore, Maryland (Phase I)

  • Waiting time for emergent/urgent surgical cases decreased by 39%
  • Throughput increased by 5 cases per day in the main ORs and by 4 cases per day in their outpatient facility
  • Overtime decreased by 6.6%
  • Relative increase in surgical volume resulting in annual $4 million increase in incremental margin

Boston Medical Center, Boston, MA (Phase I and Phase II in one unit)

  • Surgical throughput increased by 10%
  • Emergency Department ambulance diversions reduced by 20%
  • 2.8 hour wait in one of the state’s busiest EDs compared to 4-5+ hours for most academic hospitals in Boston
  • Annual number of postponed or cancelled elective surgeries reduced by 99.5%
  • Reduction in nursing stress levels: 30 minute reduction (6%) in nurse hours per patient day in the step-down unit, resulting in $130,000 annualized reduction in nursing costs

Palmetto Richland Memorial Hospital, Columbia, SC (Phase I)

  • 3% increase in surgical volume
  • 38% decrease in weekday waiting time for non-elective cases
  • Opportunity to further increase surgery volume with $8m projected annual margin increase with $2 million achieved in the first year

Greater Baltimore Medical Center, Towson, Maryland (Phase III)

  • Savings of approximately $2million in avoided capital expenditures by opening needed medical beds rather than building telemetry beds
  • Savings of more than $1million per year in staffing costs

Great Ormond Street Hospital for Children, London, England (Phase II)

  • An average increase of 2.2 cardiothoracic theatre procedures per week (representing a minimum increase in annual revenue of £1.72 million), meaning that they can treat more children urgently requiring specialist surgery
  • A decrease of 2.5 stress-related nursing shifts lost per week, representing an annual saving of more than £30,000 in agency costs
  • A weekly decrease of 2.3% in theatre procedure cancellations
  • An increase in theatre utilization from 55-60% to 80%

Elliot Hospital, Manchester, New Hampshire (The largest Maternity Ward in New Hampshire)(Phase I)

  • Eliminated morning chaos
  • Reduced the demand for additional staffed beds by 6 positions (50%)
  • Improved quality of care