Arthroplasty registries have played a key role in the treatment of patients with various joint diseases and conditions since their conception. Swedish hip and knee arthroplasty registries were initiated in late 1970's. The main aim of registries was to create feedback to surgeons. During the last two decades with introduction of patient reported outcomes, data from registries have been increasingly used to compare caregivers and to improve quality of health care. According to the Swedish Hip Arthroplasty Register (SHAR) Sahlgrenska University Hospital had been underperforming during years 2006–2012. In order to improve the outcomes a systematic data driven approach using local and national registries, based on value based management was undertaken.

Representatives from all categories of healthcare staff and patients were invited to join a newly initiated group. The group was asked to define which measurement that contributed most to improve healthcare. Data from SHAR and local registries were used and seventeen different areas of improvement were identified. Several workgroups were initiated.

Between years 2013 and 2017 there was an increase of 60% in the annual volume of elective THAs. The length of stay decreased from 6.4 days to 1.8 days. Satisfaction with outcome of surgery increased from 76% to 90%. Adverse events decreased from 28% to 10%. The risk of re-operations within 2 years decreased from 2.4% to 1.9%.

Data from a national and a local registry were used to identify and implement changes in a large university hospital. Engaging member of staff and creating a graphical tool for continuous feedback drastically improved the quality of care whilst increasing the availability of hip replacements and reducing costs. This project demonstrates the power of registry data and a patient centered approach in engaging staff and improving healthcare.

During the last decade primary total hip arthroplasty surgery (THA) has increased with 30% in Sweden. Current law guarantees the patient a right to treatment within 90 days. The public health system has had difficulties meeting the increasing demand. Therefore, in 2012 a systematic review of the patients planned for THA was initiated at Sahlgrenska University Hospital's joint replacement unit. In late 2013 the value-based health care (VBHC) management was introduced in our unit.

In 2012 a systematic approach based on the Fast-Track concept was implemented in the joint replacement unit. In 2013 a workgroup consisting of health care professionals involved in the treatment of THA patients was created to improve chosen outcome parameters.

During 2011–2016 the number of elective THA has increased from 317 to 486. The cost per patient has decreased from 75,000 SEK to 65,000 SEK. Length of stay has decreased from 5.9 days to 2.5 days. Satisfaction with outcome of surgery one year after THA increased from 76% to 88%. The number of adverse events decreased from 29% to 11%. Number of re-operations within 2 years decreased from 2,7% to 1,9%.

Fast-Track and VBHC management was initially received with modest enthusiasm in our unit, and was regarded as means to increase production whilst possibly endanger the well-being of the patients. By using continuous feedback using the data collected it was possible to effectively communicate to patients and caregivers that the patients benefitted from the implementation.

VBHC primary aim is to improve patient outcomes and synergetically improve cost and process measurements. This should be appealing to both caregivers and administrators.

Focusing on improvement of outcomes after THA combined with VBHC management has contributed to improvement in quality of care and availability of treatment whilst decreasing cost per patient.