Improving patient outcomes with regenerative medicine: How the Regenerative Medicine Manufacturing Society plans to move the needle forward in cell manufacturing, standards, 3D bioprinting, artificial intelligence-enabled automation, education, and training.

The Regenerative Medicine Manufacturing Society (RMMS) is the first and only professional society dedicated toward advancing manufacturing solutions for the field of regenerative medicine. RMMS's vision is to provide greater patient access to regenerative medicine therapies through innovative manufacturing solutions. Our mission is to identify unmet needs and gaps in regenerative medicine manufacturing and catalyze the generation of new ideas and solutions by working with private and public stakeholders. We aim to accomplish our mission through outreach and education programs and securing grants for public-private collaborations in regenerative medicine manufacturing. This perspective will cover four impact areas that the society's leadership team has identified as critical: (a) cell manufacturing and scale-up/out, respectively, for allogeneic and autologous cell therapies, (b) standards for regenerative medicine, (c) 3D bioprinting, and (d) artificial intelligence-enabled automation. In addition to covering these areas and ways in which the society intends to advance the field in a collaborative nature, we will also discuss education and training. Education and training is an area that is critical for communicating the current challenges, developing solutions to accelerate the commercialization of the latest technological advances, and growing the workforce in the rapidly expanding sector of regenerative medicine.

Cardiovascular service line development: what is it, who benefits and is it worthwhile?

This article describes the creation and function of a cardiovascular service line in a university healthcare-based system. In 2001, an organizational structure (service line) was created to establish accountability between vascular surgeons, cardiologists and hospital administrators. The purpose of this merger was to provide focused, efficient care of cardiovascular patients at a reduced cost. Performance measures included clinical volume change, market share, length of stay, patient satisfaction and hospital margins. Between 2000 and 2006, annual patient volumes increased from 28,140 to 38,182 patients per year (36% increase). Endovascular case volumes increased from 730 to 1591 per year. Between 2003 and 2006, the average length of stay dropped from 7.7 to 5.5 days. Hospital margins increased from an average of 2.8 to 8%. This service line has improved efficiency and care of heart and vascular patients with decreased length of stay and hospital cost.