For a number of years, a Florida-based 210 bed acute care community hospital, had struggled with a range of patient flow and bed turnover management inefficiencies, significantly impacting care capacity. Their leadership team was able to pinpoint the causes of the inefficiencies to the decentralized nature of the hospital’s logistics operations and lack of information sharing and communications on patient status between hospital floors and departments. Given its critical role serving acute and chronically ill patients in its community, the hospital knew that continuing to operate with these existing inefficiencies would be unsustainable.
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