Northern Montana Hospital - Havre, MT
The hospital's management team sought the company's operational benchmarking tool, PEERnext, both as a reliable source for comparative data and to assist in the budgeting process. Department managers discovered additional value in using InfoSource to exchange ideas and information with peers through an online interactive network. "The data was crucial in determining appropriate actions to take and supporting the decisions that were made."
- Mary Seitz, RN/Operating Room Supervisor
Kentucky’s Commonwealth Health Corporation - Bowling Green, KY
After investigating and becoming convinced of the initiative's substantial benefits, CHC launched an onsite Six Sigma training program and begun a step-by-step implementation of the process throughout the organization. Within a mere 18 months, CHC had not only reinvigorated and transformed its culture; it had also increased productivity and improved the overall patient experience, while eliminating more than $800,000 in total costs. "I only wish we’d done this five years earlier…the competitive edge the organization has gained through this process is incredible."
- John Desmarais, President and CEO, Commonwealth Health Corporation
St. John's Hospital, Holy Cross Health System - South Bend, IN
"This fiscal year proved to be the best year financially that Saint John's has had in at least three years. Productivity improvements achieved through PEERnext, eOPTIMIS and InfoSource have enabled us to continue funding important initiatives. Using PEERnext for benchmarking is the least painful path to take when cutting costs."
- Ross Brodhead, Operations Analyst
Deaconess Hospital - Evansville, IN
"Partnering with GE Medical Systems Healthcare Solutions (fka HCS) has already helped Deaconess Hospital reduce inpatient expenses by $5.5 million, and we expect to reach our overall targeted goal of $9-10 million within the next couple of years. The reliability and level of detail within PEERnext has been extremely useful in identifying opportunities and setting targets. An additional valuable asset has been the ability to contact InfoSource partners to look at the process and address the goals outlined through PEERnext."
- Bruce Epmeier, Director of Management Services;
Tracy Jewell, Management Engineer
Sacred Heart Medical Center, PeaceHealth System - Eugene, OR
"We enjoy an excellent reputation for quality, and know that across-the-board cuts would hurt our standing in the community; therefore, we are using PEERnext to help us focus on how we operate. The result is cost reduction - cost reduction that leads to improved productivity and quality - not slashing and burning."
- Virginia C. Slate, CHE, Former Assistant Administrator of Support Services
Hilton Head Medical Center, Tenet Healthcare - Hilton Head, SC
"Managers were instructed to use the information in their department's PEERnext report to bring down the average paid FTE to 3.5 FTEs/equivalent patient day in order to compete with nearby facilities that had rates between 3.3 and 3.5 Obtaining the manager's participation and buy-in was essential because the organization reduced its budget by more than $2 million annually over the ensuing six month period."
- Dennis R. Bruns, President and Chief Executive Officer
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