Cedars-Sinai Employees Harness AI to Create a Culture of Innovation

A Cedars-Sinai clinical research coordinator won a recent employee innovation contest by inventing an AI tool to solve a decades-old problem in healthcare: how to streamline the health insurance pre-authorization process.

"Through my interests in research and patient care, I saw a need for a tool that could streamline a critical gatekeeper process," said Ella Tetrault, who has worked at Cedars-Sinai for two years and is earning a master of science in health systems at Cedars-Sinai Health Sciences University.

Her tool is designed to save staff time and help patients receive faster access to care by flagging missing details, drafting justification letters, and creating a checklist with action items for staff before they submit the request to insurers.

Tetrault's tool also is a perfect example of how Cedars-Sinai is empowering employees to use AI to solve common healthcare problems and improve patient care, said Mouneer Odeh, MA, chief data and artificial intelligence officer at Cedars-Sinai.

"We see artificial intelligence as an opportunity to rethink how we deliver care and run our operations," Odeh said. "Our employees are our first step in identifying how new technologies can become part of our workflows, and their willingness to adopt these technologies drives our innovation."

During Cedars-Sinai's "Prompt-A-Thons," employees compete to develop AI tools to solve operational, clinical and administrative challenges. Nearly 80 groups submitted proposals at the summer competition. Topics ranged from personalizing patient education to assessing patients' risk for pharmaceutical side effects.

Ten employee teams were then selected to present their AI solutions at a final showcase in front of a panel of judges. Second- and third-place presentations aimed to streamline the Emergency Department trauma documentation auditing process and provide faster, more integrated reporting for medical center data.

During her winning presentation, Tetrault estimated that her pre-authorization tool could save 450 hours per year per authorization staff member.

"According to the American Medical Association, prior authorizations take up roughly 13 hours a week of any given employee's time," Tetrault said. "Unfortunately, many of these authorizations are denied due to missing information or submissions not matching the payer's policy. Most appealed denials get overturned."

Chain Insights: Turning Prompt-A-Thon Experience Into Action

The Cedars-Sinai Supply Chain Department won a 2025 Prompt-A-Thon for designing an app to help streamline nursing paperwork and give nurses more time for direct patient care. The app, Chain Insights, monitors supplies, tracks back orders, and flags approved substitutes for items that might become unavailable.

Chain Insights, built by a Cedars-Sinai team from Supply Chain Operational Excellence, Enterprise Information Services and Nursing, was first tested as a pilot on an inpatient floor at Cedars-Sinai. Early data shows that it reduced nurses' supply-ordering time by 1 1/2 minutes per call.

"This time savings adds up to roughly seven hours each day once fully rolled out for the nursing team," said Nausheen Ahmed, executive director of Supply Chain Operational Excellence. "With approximately 300 calls to our supply chain team each day, this modest but important efficiency means nurses can reclaim time to focus on their most important role, patient care."

For supply chain staff, knowing how much inventory is available and where it is housed is critical, especially when a nurse calls with a need for supplies. Each call requires a detailed discussion including when the supplies must be in hand and possible substitutions if an item is on back order.

Chain Insights replaces the phone call with an app that precisely locates inventory. The app also identifies unnecessary items to help clear space, a "quieter win" but one that compounds over time.

Regina Chung, MSN, RN, CMSRN, a nurse at Cedars-Sinai, uses Chain Insights every shift.

"Chain Insights has made it easy to quickly order the supplies I need while on the go, even while I am walking in the halls between patients," Chung said. "I always receive the correct product and quantity, and when items are out of stock, it tells me immediately, so I am not aimlessly waiting. These efficiencies allow me to focus on providing exceptional care to our patients."

Leaders from Supply Chain Operational Excellence designed data models, decision frameworks and inventory intelligence that tell the tool how to think about supply risk and priorities.

Cedars-Sinai employees from Enterprise Information Services wrote the code and built the infrastructure, turning that back-end logic into a working application. Nursing colleagues provided continuous frontline input, including real-world testing of the tool to ensure it solved the right problems.

"This effort stands as an example of what happens when teams build something together to solve a real problem," Odeh said. "It's also a signal of what's possible when the people closest to the work are empowered to build the solution, and there's more to come. There is nothing more motivating than seeing knowledge be translated into solutions."

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