It's no secret that many health systems and health system leaders are always looking for ways to innovate and become more efficient, and one way to do that is through Lean Methodology. The challenge is, many times the idea of Lean and the methodology behind it are very hard to implement. Vynamic was approached by a long-standing client, a large statewide integrated delivery network, with this precise problem.
A major teaching hospital wanted to better understand the end-to-end journey its patients experience for an inpatient stay. The client hoped to represent the voice of the patient, without bias or filter, identifying areas of excellence and opportunities for improvement.
A large regional health system was in a period of expansion, and had recently acquired a new hospital, with plans to acquire more. Our client needed to incorporate provider and payer credentialing activities for the new hospital into the existing centralized credentialing group. This included merging two workforces while maintaining two locations, technology systems, and credentialing processes.
A regional health system needed to increase programmatic coordination across the clinical research function, comprised of three different clinical research centers within a research institute. Organizational and governance structures were decentralized, and the health system wanted a plan for an enhanced clinical research model that aligned with industry best practices.
A mid-size regional health system was experiencing operating room inefficiencies, especially at their flagship hospital. While everyone understood that there was a problem, root causes of same-day cancellations and delayed first-case starts were not clear. The health system wanted to create better patient, surgeon, and staff experiences while also improving financial health.
A U.S. home health care provider had defined a 5-year strategic plan for their skilled nursing service line, but needed help organizing, launching, and executing a program spanning 16 states that would achieve their ‘Year 1’ goals.
A multi-therapeutic area biotech company aimed to launch its first digital patient journey platform for HCPs. The 3-year roadmap included contracting design and implementation vendors to deliver both healthcare provider and patient visibility into the therapy onboarding process, patient status, and key resources. This new platform also enabled collaboration between providers, patients, and caregivers.
Our Life Sciences client was planning to launch its first Alzheimer’s therapy. Despite being many months away from launch, our client wanted to establish itself as a trusted source of Alzheimer's Disease information, both online and at HCP conferences.
A Blues plan was looking to create a best in class analytics solution available to providers and health systems within their network. The goal was to enable providers to better manage their member populations and drive performance within Value-Based arrangements.