Through innovative strategies, we enhance healthcare delivery and management, optimizing operations to achieve better patient outcomes and overall efficiency.
“Direct and indirect savings from smoother patient flow could give Medicare a new lease on life, underwrite biomedical research, reduce the national debt, support schools, and serve many other private and public purposes. At the same time, properly managed patient flow can reduce medical errors and enhance the quality of care.”
The Institute of Healthcare Optimization (IHO) is dedicated to enhancing healthcare systems through innovative solutions that improve efficiency, reduce costs, and elevate patient care.
If your facility suffers from overcrowding, suboptimal quality, poor financial performance, and staff dissatisfaction/burnout, then don’t spend a dime until you’ve talked to the IHO. ROI Estimator.
series exploring solutions to some of America’s most pressing problems. The issues raised during this election year— the economy, abortion, border security and childcare — are important to many of us. One issue, however, is mysteriously absent so far: health care.
This book describes in depth the history of the Institute for Healthcare Optimization (IHO) and its founder, Eugene Litvak PhD, an applied mathematician who emigrated from Ukraine in 1988 when it was part of the former Soviet Union. Since then, he has introduced US hospitals and other healthcare facilities to a unique methodology of managing patient flow. For two decades, this methodology has been further developed and applied by IHO faculty in multiple hospital and outpatient clinic settings in the US, UK, and, Canada, making IHO a recognized leader in the field. This pioneering methodology, credited with the potential to save 4-5% of the overall US annual healthcare cost (~$200 billion), has been practically proven to achieve unparalleled results: simultaneously substantially alleviating mortality, ED overcrowding, and nursing shortages while improving hospital margins by multimillions at every hospital that implemented it. Here are just a few examples:
Value = Quality/Cost
Optimized staffing enhances patient care and reduces nurse burnout.
Effective staffing improves patient care quality and reduces delays.
Reducing readmissions through effective discharge planning and coordinated follow-up care.
Focus on early interventions to reduce inpatient mortality rates.
Prioritize safety to minimize errors and enhance patient trust.
Improve patient flow to reduce emergency care delays.
Efficient management reduces overcrowding and enhances care delivery.
Hospital costs can be decreased by millions of dollars annually by adopting the Institute for Healthcare Optimization’s approach to managing variability in healthcare delivery.
Contrary to popular belief healthcare cost can be decreased while simultaneously improving the quality of care. Many efforts are currently underway attempting to achieve these goals: benchmarking and employing best practices from other healthcare organizations, improving care coordination, bundled payments, accountable care organizations, increased adoption of healthcare IT, and others. While each of these initiatives is beneficial in its own right, together these efforts are still insufficient for substantial and sustainable healthcare cost reduction. This goal can only be achieved by adopting and implementing healthcare adapted scientific operations management methods, first and foremost – managing patient flow
See how one hospital increased annual revenue by $137M, and avoided $100M in cost, while improving quality of care.
