Pioneering workflows

Business Process & Digital Transformation

About Client

Summa Health is an integrated nonprofit healthcare delivery system that provides coordinated, value-based care across the continuum for the people and populations they serve. Headquartered in Akron, Ohio – they are one of the largest integrated healthcare delivery systems in the state. Formed in 1989 with the merger of Akron City and St. Thomas Hospitals, their nonprofit system has 8,000+ employees; nearly 1,000 credentialed physicians; and buildings and facilities totaling more than 3 million square feet across all of their campuses.

Project Details

Year: 2013-2014

Location: Akron, Ohio

Audience: Senior Administration

Healthcare, Post-Merger Intergration

The Ask

Our consulting team was tasked to lead a PMO for a Post Merger Integration project.

The challenge of this Post Merger Integration project was to seamlessly integrate disparate systems and processes while maximizing operational efficiencies and identifying potential revenue streams.

With multiple stakeholders, I identified trapped and untapped value across the purchasing cycle, supply chain, EMR implementation, and processes, prioritizing outpatient centers and addressing workflow and application challenges was a complex task.

My Contribution

Through thorough interviews and collaborative work sessions, I uncovered trapped and untapped value, leading to an 800% increase in service capacity and revenue streams. The TUV analysis resulted in over 11,000 reclaimed utilization hours and identified a $10M revenue opportunity across the purchasing cycle, supply chain, EMR implementation, and processes. As the engagement lead and point of contact for stakeholders, I successfully delivered regular reports and executive summaries, driving the project to success.

Re-engineering workflows to increase revenue in a healthcare system by 800%

utilization hours reclaimed in productivity
0 +
TUV revenue opportunity identified in 1 clinic
$ 0 M
TUV items identified across 3 clinics with 21 high-priority impacts
increase in service capacity and revenue streams
0 %

Trapped Value

I found that workflow in the physician offices were creating significant blockages. In one office, the wait time was 3 hours from patient check-in to visit. We reduced this to 20 minutes which increased patient satisfaction, throughput and revenue generation.

Untapped Value

I found through workflow that revenue opportunities were being overlooked and productivity hours could have been saved. With adjustments, productivity skyrocketed with new availability and revenue was recaptured.