AKRON, Ohio, May 24 /PRNewswire/ -- One thing is certain about healthcare management: there is no shortage of emergency department consultants. What distinguishes the best, however, is effectively assisting in executing their recommendations and monitoring results.
Ryerson Healthcare Consultants, medical revenue specialists and the nation's leader in emergency department improvement, achieves success for clients with a process based on best practice models and experience with over 540 hospitals in 40 states. Ryerson's experts remain fully engaged with clients to guide and facilitate implementation of the recommended changes.
Ryerson develops innovative, workable solutions to the complex challenges of healthcare organizations. Ryerson's emergency department consultants work closely with clients during implementation to ensure successful outcomes.
"It would seem obvious there is great value in ensuring implementation goes as mapped, but many organizations may drop the ball," said President Peter Ryerson. "Developing solutions is only half the battle. Implementation support and follow-up performance monitoring are essential for successful outcomes."
His company calls its implementation process "The Ryerson Way." The process includes establishing understanding that the recommendations will work, remaining flexible to execute change, and always being mindful about doing the right thing for patients.
"It's typical that emergency department consultants would be long gone once clients get around to implementation, so even the best conceived plans can be left to succeed or fail in an environment where the original inspiration is absent," Ryerson said.
The success of Ryerson's plan for a Virginia hospital to increase emergency department patient satisfaction is principally credited to the fact Ryerson remained involved through implementation and follow-up performance monitoring.
By remaining engaged throughout the change process, Ryerson was able to identify areas where additional encouragement and motivation could be applied. Ryerson's team served as the spur to keep the change process moving forward quickly.
The results were worth the effort, as door-to-doctor wait times were reduced from an average of more than 2 hours to 19 minutes in just seven weeks and patient satisfaction gained 7 percentage points in just three months.
Ryerson said it simply is good common sense – and fiscally responsible – to hire emergency department consultants whose commitment extends beyond consulting.
"If your emergency department consultant doesn't have implementation and performance monitoring as objectives, then you need a new consultant," he said.
SOURCE Ryerson Healthcare Consultants
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Ryerson Healthcare Consultants, medical revenue specialists and the nation's leader in emergency department improvement, achieves success for clients with a process based on best practice models and experience with over 540 hospitals in 40 states. Ryerson's experts remain fully engaged with clients to guide and facilitate implementation of the recommended changes.
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Ryerson develops innovative, workable solutions to the complex challenges of healthcare organizations. Ryerson's emergency department consultants work closely with clients during implementation to ensure successful outcomes.
"It would seem obvious there is great value in ensuring implementation goes as mapped, but many organizations may drop the ball," said President Peter Ryerson. "Developing solutions is only half the battle. Implementation support and follow-up performance monitoring are essential for successful outcomes."
His company calls its implementation process "The Ryerson Way." The process includes establishing understanding that the recommendations will work, remaining flexible to execute change, and always being mindful about doing the right thing for patients.
"It's typical that emergency department consultants would be long gone once clients get around to implementation, so even the best conceived plans can be left to succeed or fail in an environment where the original inspiration is absent," Ryerson said.
The success of Ryerson's plan for a Virginia hospital to increase emergency department patient satisfaction is principally credited to the fact Ryerson remained involved through implementation and follow-up performance monitoring.
By remaining engaged throughout the change process, Ryerson was able to identify areas where additional encouragement and motivation could be applied. Ryerson's team served as the spur to keep the change process moving forward quickly.
The results were worth the effort, as door-to-doctor wait times were reduced from an average of more than 2 hours to 19 minutes in just seven weeks and patient satisfaction gained 7 percentage points in just three months.
Ryerson said it simply is good common sense – and fiscally responsible – to hire emergency department consultants whose commitment extends beyond consulting.
"If your emergency department consultant doesn't have implementation and performance monitoring as objectives, then you need a new consultant," he said.
SOURCE Ryerson Healthcare Consultants
