242 Cerner Testimonials

"Having someone come in and check on me and see how we’re doing has improved my efficiency. There’s no more documenting later. I’m able to leave here every day at 5 p.m. and at noon on Fridays."

"I’m convinced that correctly utilizing an electronic medical record will improve the quality of care for our patients. We will reduce the chances of error, maximize the workflow and make those workflows safer."

"The flow was around people, not processes. There were times patients were held in the emergency department for two to three days and would be discharged without being assigned an inpatient bed."

“We push that data to our managers so they can identify areas that are successful and what they can improve."

“We are hoping after winning our Magnet Prize at the ANCC Magnet Conference, we will continue to spread the wealth of this program and impact the pediatric patients that we serve."

“Although our analysts were still very involved with the upgrade, the Upgrade Center provided our staff the additional support needed so they could continue to concentrate on other strategic initiatives that were prioritized by our Health System."

“We were learning and trying to figure out the appropriate phases and trying to escalate those issues ourselves."

“The reason that we were so trusting around doing a very quick install of Maternity was that we’ve always had very good, close collaboration with Cerner."

“Cerner’s Millennium® EHR supported our goal of providing integrated high-quality health care services to our patients.”

“The greatest benefit of our new clinical information system is it offers a single source of client information (for inpatients, outpatients and emergency patients) wherein most aspects of client care can be managed."

“When taking into consideration the average cost per day of an ICU stay, which are estimated to range between $2,500 to $4,000, reducing unplanned transfers has the potential to help save lives and hospital expenses."

“The ability to identify patients in real time in the hospital, and incorporate quality measures documentation into the physician workflow during depart process, allowed us to be successful.”

"It’s not just getting our patient through our threshold. It’s reaching into the environment that we’re sending them to and affecting their future. That is what helps them stay well at home."

"The word ‘striving’ has a lot of meaning. We’re never satisfied with the level of service or care that we provide – we always want to improve. It is our culture."

"We are able to pull productivity reports for all units that showed everybody was between 90 and 105 percent productivity. We could show where we flexed, where people floated to another unit and where we called people off."