Campbell & Sullivan

Campbell & SullivanCampbell & SullivanCampbell & Sullivan
Home
Practice Capabilities
  • Yield Acceleration
  • Active LOS Management
  • Executive Governance
  • Hybrid Partnership
Stages
  • Stage 1: Critical Triage
  • Stage 2: Process Control
  • Stage 3: Balance
  • Stage 4: Autonomy
Diagnostics
  • 15 Day Primary Survey
  • Yield Audit
  • IT and Vendor Audit
Proofs
  • Case Study
  • 90-Day Roadmap
  • Whitepaper
Map

Campbell & Sullivan

Campbell & SullivanCampbell & SullivanCampbell & Sullivan
Home
Practice Capabilities
  • Yield Acceleration
  • Active LOS Management
  • Executive Governance
  • Hybrid Partnership
Stages
  • Stage 1: Critical Triage
  • Stage 2: Process Control
  • Stage 3: Balance
  • Stage 4: Autonomy
Diagnostics
  • 15 Day Primary Survey
  • Yield Audit
  • IT and Vendor Audit
Proofs
  • Case Study
  • 90-Day Roadmap
  • Whitepaper
Map
More
  • Home
  • Practice Capabilities
    • Yield Acceleration
    • Active LOS Management
    • Executive Governance
    • Hybrid Partnership
  • Stages
    • Stage 1: Critical Triage
    • Stage 2: Process Control
    • Stage 3: Balance
    • Stage 4: Autonomy
  • Diagnostics
    • 15 Day Primary Survey
    • Yield Audit
    • IT and Vendor Audit
  • Proofs
    • Case Study
    • 90-Day Roadmap
    • Whitepaper
  • Map
  • Home
  • Practice Capabilities
    • Yield Acceleration
    • Active LOS Management
    • Executive Governance
    • Hybrid Partnership
  • Stages
    • Stage 1: Critical Triage
    • Stage 2: Process Control
    • Stage 3: Balance
    • Stage 4: Autonomy
  • Diagnostics
    • 15 Day Primary Survey
    • Yield Audit
    • IT and Vendor Audit
  • Proofs
    • Case Study
    • 90-Day Roadmap
    • Whitepaper
  • Map

Process Control

Diagnostic Reality

Immediate crisis halted, but operational viability remains fragile. Decision paralysis, committee bloat, and workflow bottlenecks prevent predictable recovery. 

Primary Objective

Standardize operational workflows, clear structural bottlenecks, and enforce quantitative target baselines.

Key Operational Initiatives

Active Length of Stay (LOS) Management

Active Length of Stay (LOS) Management

Active Length of Stay (LOS) Management

Conduct daily 8:30 AM multidisciplinary huddles to resolve social work, authorization, and transportation barriers, keeping LOS at or below GMLOS targets.

Clean Claim Optimization

Active Length of Stay (LOS) Management

Active Length of Stay (LOS) Management

Enforce front-end billing discipline to drive clean claim rates past 95% and reduce DNFB to under 3 days.

Governance Restructuring

Active Length of Stay (LOS) Management

Governance Restructuring

Replace committee paralysis with a lean Incident Command structure and single-point executive metric ownership. 

Target Outcome Benchmarks

  • Cash reserves rebuilt to >45 Days Cash on Hand. 
  • >95% Clean Claim Rate achieved. 
  • Un-billed revenue (DNFB) <3 Days. 

Ready to take the next step?

Request Process Control & Throughput Audit

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