Speakers

David M. Wild, MD

Vice President, Lean Promotion, The University of Kansas Health System

Dr. David Wild serves as the Vice President of Lean Promotion at the University of Kansas Health System, based in Kansas City, Kansas.  In this role he has responsibility for process, performance, and quality improvement work, the development and deployment of the System’s improvement and management systems, applied analytics, clinical variation reduction programs, and clinical and operational redesign across the inpatient and ambulatory enterprises.  Dr. Wild is also a practicing anesthesiologist and Faculty in the Department of Anesthesiology at the University of Kansas Medical Center.

Dr. Wild completed his undergraduate and M.D. degrees at the University of Missouri-Kansas City and his residency training in Anesthesiology at Saint Louis University where he served in multiple operational and leadership roles prior to joining the University of Kansas Health System.  He has served as the President of the Kansas Society of Anesthesiologists and is active at the national level in development of new delivery and alternative payment models for perioperative care.

Speaker Sessions

30 – Using Predictive Analytics and Machine Learning to Lower Systemwide Readmissions

It’s hard to reduce systemwide readmissions because it is a complex problem. Readmissions are costly for both patients and healthcare organizations. Many efforts to reduce readmissions focus on a single disease process, diagnosis, service line, or location. This session will review how analytics, machine learning, and predictive models have helped identify at-risk patients and reduce systemwide readmissions at the University of Kansas Health System.

38 – Clinical and Financial Partnership Reduces Denials and Write-offs

The revenue cycle of any large healthcare organization is filled with variation and complexities. Policies and procedures differ from payer to payer, technology and communication systems vary from patient to patient, and the complexities of having separate hospital and professional revenue cycles in the same system can lead to defects and waste. The University of Kansas Health System needed a strategically aligned improvement plan to reduce rework and denials.

This session will describe the development and implementation of the strategies, tools, and methodologies it used to generate and sustain improvements.

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