Value Capture
Hospital & Health Care, 12 Federal St, Pittsburgh, Pennsylvania, 15212, United States, 11-50 Employees
Phone Number: +16*********
Who is VALUE CAPTURE
Value Capture supports chief executives who seek to transform the performance of their healthcare organization in safety, quality and profitability. We teach a leadership framework that i...
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- Headquarters: 12 Federal St, Pittsburgh, Pennsylvania, 15212, United States
- Date Founded: 2005
- Employees: 11-50
- Revenue: $10 Million to $25 Million
- Active Tech Stack: See technologies
- CEO: Ken Segel
Industry: Hospital & Health Care
SIC Code: 7389 | NAICS Code: 561990 | Show More
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Frequently Asked Questions Regarding Value Capture
Answer: Value Capture's headquarters are located at 12 Federal St, Pittsburgh, Pennsylvania, 15212, United States
Answer: Value Capture's phone number is +16*********
Answer: Value Capture's official website is https://valuecapturellc.com
Answer: Value Capture's revenue is $10 Million to $25 Million
Answer: Value Capture's SIC: 7389
Answer: Value Capture's NAICS: 561990
Answer: Value Capture has 11-50 employees
Answer: Value Capture is in Hospital & Health Care
Answer: Value Capture contact info: Phone number: +16********* Website: https://valuecapturellc.com
Answer: Value Capture supports chief executives who seek to transform the performance of their healthcare organization in safety, quality and profitability. We teach a leadership framework that inspires, unleashes and equips staff to close the gap between their current performance and perfect every day. The approach is drawn from the worlds most successful organizations and has been honed in health care by Value Capture principals for more than a decade. The process starts by helping leaders identify and articulate 1-2 values-based goals set at the level of perfect to motivate and teach the organization the approach needed to measurably lead the world in everything it does. . To achieve those results, Value Capture then helps leaders: Embed improvement into everybodys daily work rather than having improvement as a separate function that feels added on to work. Teach everyone how to see problems and helping leaders create a more explicit, structured, real time approach to providing help to solve those problems to root, as they occur. Leaders can propel this journey with the development and daily use of a transparent repository of all problems, causes, solutions, and measures of progress. Teach and apply the most powerful, practical, and proven set of ideas related to the ideal design and operation of work processes. This includes tearing down artificial distinctions between improvements in quality, safety, and cost reduction for everyone in the organization.
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