Vanderbilt-Ingram Cancer Center Slashed Patient Wait Times by 30%

30% Decrease in chair wait time
27% Decrease in drug wait times
8% Increase in volumes utilizing the same number of chairs

Summary

Vanderbilt-Ingram Cancer Center is one of 72 elite NCI-designated Cancer Centers in the entire country and the only adult center designation in Tennessee and one of 33 NCCN Member Institutions. VICC is dispersed between 11 cancer locations in the middle TN region consisting of 126 total infusion chairs and serviced by 180 physician providers with a comprehensive representation of hematology and oncology subspecialities.

Profile

126 chairs

11 centers

Epic EHR

NCI / NCCN designation

Academic Medical Center

Middle Tennessee

Problem

Vanderbilt-Ingram Cancer Center had to desire to increase capacity but were unable to do so because midday peaks were already leading to their nurses frequently missing lunches. They were also unable to balance capacity between oncology and non-oncology infusions.

Solution

Prior to implementation, Vanderbilt-Ingram Cancer Center had a desire and need to increase capacity with the inability to do so on their own. With the implementation of iQueue for Infusion Centers, they were able to unlock additional capacity utilizing the same number of chairs. Scheduling leaders are able to strategically steer add-ons to level-load the day and leadership analyze data in the tools to see how the month will unfold in order to balance capacity.

Download the full iQueue for Infusion Centers case study booklet

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Chapter 1: The Looming Challenge

If you work in the healthcare industry, or even if you’re just an interested observer, you don’t need a book to tell you that the financial pressure is on as never before. A perfect storm of circumstances is swirling together, one that will make survivability, not to mention profitability, a greater challenge for healthcare companies than we’ve seen in the modern era.

As with banks, retailers, and airlines, which had to rapidly enhance their brick-and-mortar footprints with robust online business models—it is the early movers eager to gain new efficiencies that will thrive and gain market share. The slow-to-move and the inefficient will end up being consolidated into larger health systems seeking to expand their geographical footprints.

The pressures on healthcare

Let’s look at just a few of the looming challenges healthcare must meet head-on.

An aging population

By the year 2030, the number of adults sixty-five years of age or older will exceed the number of children eighteen years or younger in the United States. We are living longer than our parents did. Positive news for sure, but problematic for several reasons.

The older we get, the more medical help we need. Older people have more chronic diseases. By 2025, nearly 50 percent of the population will suffer from one or more chronic diseases that will require ongoing medical intervention. This combination of an aging population and an increase in chronic diseases will create a ballooning demand for healthcare services.