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Related Experiment Video

Updated: May 10, 2026

Workflow and Framework for Collecting and Implementing Point-of-Care Ultrasound Data in the Management of Heart Failure Patients

Workflow and Framework for Collecting and Implementing Point-of-Care Ultrasound Data in the Management of Heart Failure Patients

Published on: July 12, 2024

Memorial Hermann: high reliability from board to bedside.

M Michael Shabot¹, Douglas Monroe, Juan Inurria

¹Memorial Hermann Health System, Houston, USA.

Joint Commission Journal on Quality and Patient Safety

|June 25, 2013

Summary

This summary is machine-generated.

Memorial Hermann Health System (MHHS) adopted high reliability organization (HRO) principles, improving patient safety through Robust Process Improvement (RPI) and cultural change. This led to a significant reduction in serious safety events and infections.

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Last Updated: May 10, 2026

Workflow and Framework for Collecting and Implementing Point-of-Care Ultrasound Data in the Management of Heart Failure Patients

Workflow and Framework for Collecting and Implementing Point-of-Care Ultrasound Data in the Management of Heart Failure Patients

Published on: July 12, 2024

Area of Science:

Healthcare Management
Patient Safety
Organizational Behavior

Background:

Memorial Hermann Health System (MHHS) implemented High Reliability Organization (HRO) principles across its 12 hospitals starting in 2006.
Key elements supporting this transformation include aligned organizational structure, Robust Process Improvement (RPI), and a focus on cultural evolution.
These factors aim to enhance systemwide performance and patient care.

Purpose of the Study:

To describe the implementation of HRO principles at MHHS.
To highlight the strategies used for performance improvement and cultural change.
To demonstrate the impact of these initiatives on patient safety and quality outcomes.

Main Methods:

MHHS integrated HRO principles into its Quality and Safety strategic plan, focusing on Clinical Excellence, Do No Harm, and Saving Lives.
A uniform approach, Robust Process Improvement (RPI), incorporating Six Sigma, Lean, and change management, was employed to address safety and quality issues.
Specific interventions, such as improving hand hygiene compliance, were implemented across acute care hospitals.

Main Results:

A collaborative project with The Joint Commission Center for Transforming Healthcare significantly improved hand hygiene compliance from 44% to 92%.
Following improved hand hygiene, rates of central line-associated bloodstream infections and ventilator-associated pneumonias decreased to near zero.
These results demonstrate the effectiveness of integrated high-reliability interventions in reducing patient harm.

Conclusions:

MHHS's scale necessitates a disciplined approach to performance improvement for measurable success.
A significant cultural shift has occurred, emphasizing 100% compliance with evidence-based quality measures.
The ultimate goal is achieving 0% incidence of patient harm through sustained high-reliability practices.