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Intermountain Health Care Case Study

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Since the establishment of Intermountain Health Care, they have grown to become an internationally recognized system of 22 hospitals, a medical group with more than 185 physician clinics, and an affiliated health insurance company. They have been recognized for their achievements and innovations in the development of systems and management, in order to produce effectiveness and efficiency within the processes of healthcare through high quality services and minimisation of costs. Intermountain Health Care’s performance has proved to be advancing exponentially as of the mid 90s, due to clinical-improvement projects routinely showing significant cost savings.
What is Intermountain Health Care’s approach to the management of health care delivery?
Intermountain Health Care’s approach to the management of health care delivery focuses on quality improvement, where the concept of quality is associated with cost effectiveness or value. At IHC, quality can be defined as producing optimal results at the lowest possible cost. The strategic goals of the company reflect the elimination of quality waste, the identification of inappropriate variation in outcomes, and the achievement of high results with the reflection of low costs. As an example, goals outlined in the 2001 system for cardiovascular clinical program included the use of appropriate prescriptions of hospital discharge medications to patients. Through the precision of prescribing the most beneficial drugs, patients will not encounter further complications causing them to return for extra services, costing more money. Through this development, executive director of Intermountain Health Care Brent James has developed automated systems that grasps the principles of continuous quality improvement and applies them systematically to health care settings.
James and senior vice president, Mr. Burton, developed the

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