Institute for Healthcare Improvement: Improvement Stories

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IHI.org has two types of Improvement Stories:

IHI.org Stories that describe the changes and results in specific organizations.
Improvement Project Reports from IHI.org users that describe improvement projects in their organizations.

We all learn from others' experiences testing and implementing changes in real settings — who should be on the team; what measures were tracked; which changes worked best or didn't work at all; and what lessons were learned.

Improvement Project Reports, submitted by IHI.org users, accelerate our learning. In the spirit of "all teach, all learn," we encourage you to share your Improvement Report with the IHI.org community. Please click the Submit an Improvement Report button below.

Choose the story types you would like to see:

Improvement Project Reports
IHI.org Stories

only the story types I've requested

Cardiovascular Health Clinic Patient Journey: A Lean Approach to Improve Effectiveness
The Division of Cardiovascular Diseases at the Mayo Clinic (Rochester, Minnesota, USA) applied the Lean methodology to value stream map the patient journey for the Cardiovascular Health Clinic, resulting in an improved process time (value-added time for patients) from 240 to 284 minutes and decreased wait time from 33 to 3 days.

Improved Access to a Pediatric Subspecialty (Gastroenterology) Practice
Cincinnati Children’s Hospital (Cincinnati, Ohio, USA) improved access to a subspecialty practice by increasing the health care provider hours available to meet demand for patient visits, decreasing artificial variability related to follow-up scheduling, and decreasing demand for follow-up visits.

Improving Access and Efficiency: Stanford Clinics
Thirty specialty clinics and one internal medicine clinic of Stanford Hospital and Clinics (Stanford, California, USA) utilized a Collaborative process to improve appointment access and to reduce waiting during clinic visits.

Reducing Care Delays for Orthopedic Patients
Intermountain Orthopaedics (Boise, Idaho, USA) reduced care delays by decreasing backlogs, decreasing operating inefficiencies, and increasing clinic-wide focus on throughput. The clinic reduced the time to the third next available appointment for consult visits to one week, and cycle time was reduced by 50 percent.



Emerging Content