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West Jefferson Medical Center Proactively Improves Cost Position

Caldwell Butler & Associates (CBA) implemented an on-site mentoring and apprenticing program for selected members of WJMC staff. Leaders and managers received training in the 100 Day Workout Methodology for the purpose of identifying waste and developing effective strategies for waste recovery. Each cycle of the 100 Day Workout method focused on a different priority:

WJMC's Needs

  • Reduce total system operating cost
  • Rapid implementation at the manager level
  • Revitalize their current quality program
  • Improve accountability across the organization

West Jefferson Implements 100 Day Workout Productivity Series

Cycle 1- Waste Walk: Prior to launching the program, CBA assisted WHMS in establishing aggressive benchmarks and setting goals for each department. After receiving their aggressive benchmarks, CBA conducted a workshop in the techniques of the 50% Gap Closure for Non Negotiable Goal Setting. Each department head and manager also received training in the seven categories of waste, 18 concepts and strategies for waste recovery as well as mentoring in the creation of department-level 100 Day Action Plans. WJMC used EXCELeratorTM, a proprietary tool of Caldwell Butler & Associates to create 100 Day Action Plan for every manager.

100-Day Workout Productivity Series

Cycle 2-Rapid Cycle Productivity Variance Hardwiring: WJMC is currently in the second cycle of the 100 Day Workout. CBA is assisting WJMC's leadership and management team in defining the frequency of productivity variance response for each department (e.g. daily, biweekly, monthly or quarterly) and establishing contingency plans (similar to JCAHO's Failure Modes Effects Analysis [FMEA] process). These actions will improve reaction times to variations to plan without requiring direct executive intervention.

Cycle 3-Staffing to Demand: During the third cycle of the 100 Day Workout, Caldwell Butler & Associates will assist WJMC's managers in defining "In Quality and Out of Quality Staffing" based upon hour-by-hour variances in workload demand. CBA will train managers in the analysis of staffing patterns and provide the reporting system for tracking their results.

Demonstrated Results of West Jefferson's Implementation

As a direct result of the services provided by CBA, West Jefferson achieved:

Measurable Benefits:

  • A $3.2 Million improvement in financial operating performance in first 60 days of Cycle 1
  • Identified more than $5 Million in savings opportunities
  • An ROI on Caldwell Butler & Associates Services of 36:1 (only includes savings from first cycle)

Intangible Benefits:

  • Education of entire WJMC management staff on the forms of waste
  • Gained system-wide commitment to achieve aggressive goals
  • Rapid deployment of proven methods and techniques for improving productivity and performance
  • Revitalization of current quality program by introducing new tools and establishing a sustainable process