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  • Wellstar Cobb First at Wellstar to Offer Latest Advancement in Robotic Surgery
Article Category: Highlights

Wellstar Cobb First at Wellstar to Offer Latest Advancement in Robotic Surgery

The Da Vinci 5 robot allows surgeons to sense force through a first-of-its-kind technology, improving precision and recovery times.

Published on February 28, 2025

Last updated 01:13 PM February 28, 2025

Three physicians in their operating room

Wellstar Cobb Medical Center is no stranger to using robotics in surgery yet a new system has catapulted its robotic capabilities to the next level.

Wellstar Cobb is the first hospital in the health system to offer a first-of-its-kind surgical technology through the new Da Vinci 5 robot (DV5), with surgeons Dr. Julie Chang and Dr. Stephen Odom performing the hospital’s inaugural procedures using the DV5 for gynecologic and general surgery.

The DV5 robot allows physicians to sense how much push-or-pull force they apply during surgeries, giving them greater control and data as they delicately maneuver the tips of the instrument. Wellstar Cobb is among the first hospitals in the metro Atlanta area with this innovative technology.

“The ability to sense hard and soft tissue during robotic surgeries is a game changer,” said Dr. Chang, a specialist in obstetrics and gynecology and the first surgeon to use the new DV5 robot at Wellstar Cobb. “Surgeries will be even more precise and efficient with this tool, which will further reduce post-operative pain and make recovery time faster.”

Surgeons can apply up to 43% less force on tissue by relying on the robot’s Force Feedback technology, according to preclinical data from Intuitive, the maker of the DV5 system. When using DV5, surgeons also benefit from improved dexterity and ergonomics, better 3D images and a wider range of motion compared to prior models.

This increase in precision and flexibility will help patients experience less blood loss and scarring, have lower risks of complications and spend less time in the hospital.

“We are committed to providing the highest standard of care—not only by building strong teams, but also by embracing cutting-edge technology,” said Eliese Bernard, president of Wellstar Cobb. “We are thrilled to offer this latest advancement to our patients and be among the first hospitals in the state to do so.”

The new system will primarily benefit general surgery, urology and gynecology patients. DV5 will assist with procedures ranging from repairing a hernia to more complex surgeries.

Wellstar Cobb has performed over 10,000 robotic surgeries, with 1,500 of those procedures occurring last year alone. With the help of various Da Vinci models, the hospital’s 30 robotic surgeons apply their expertise to general surgery, gynecology, urology, colorectal and bariatrics.

Their skill with robotic technology offers patients better outcomes, including during laparoscopies—during which surgeons insert a camera through a small incision, limiting the procedure's invasiveness. For instance, only 0.2% of Dr. Chang’s laparoscopies for benign hysterectomies have escalated to open surgeries, which require larger incisions and longer recovery times. By committing to high surgical standards, Wellstar Cobb physicians minimize patient complications and readmissions.

“Wellstar Cobb continues to lead the way in robotic surgeries,” said Dr. Jody Hughes, chief medical officer at Wellstar Cobb. “Not only do we offer best-in-class services through technology like the DV5, but we also support other communities by helping train the next generation of elite robotic surgeons.”

Wellstar Kennestone Regional Medical Center has also acquired its own Da Vinci 5 Robot.

Learn more about robotic surgery at Wellstar.

Collage of physicians in their operating room with robotic equipment

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Cobb Medical Center Yoon Jeong Chang Stephen Joseph Odom
Jody Michael Hughes Media Room
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Newsroom

Powering Progress: Key Insights from Wellstar's Community Transformation Program

We are excited to share the results of an insightful evaluation of Wellstar’s Community Transformation Program (CTP), completed by our partner, WE Public Health. This evaluation marks an important milestone as we continue to drive meaningful community-level change through the work of the Wellstar Center for Health Equity (WCHE) and our dedicated grantees.

Each year, CTP invites local organizations in Metro Atlanta to request support for a new or existing tech-based initiative that addresses health disparities in our communities. Nineteen organizations have received grants through the program, including eight in the most recent group. To measure the impact of this program and study how Wellstar’s support has helped these organizations further their reach, we partnered with WE Public Health for an evaluation of CTP.

About WE Public Health

WE Public Health is a consulting firm focused on advancing health equity through strategic partnerships, capacity building and community engagement. Their work empowers organizations and communities to address health and social challenges with a specific focus on justice and equity.

Why Wellstar chose WE Public Health

WCHE partnered with WE Public Health to develop a comprehensive monitoring and evaluation strategy because we recognized the importance of a thorough evaluation to help understand the impact and sustainability of our CTP. The evaluation reviewed the first three groups of Community Transformation Program (CTP) grantees (2020 to 2023) to assess how effectively they improved access to medical care and social services through technology. Findings guide program improvements, support communication with stakeholders and help achieve industry recognition. 

Key evaluation domains included:
  • Program reach (partners served, demographics and counties)
  • Financial investment (technology and total funding)
  • Improved access to care and support services
  • Program sustainability post-grant
  • Impact on clients and grantee organizations
  • Uniqueness of Wellstar’s investment
  • Social return on investment

Key evaluation findings and impact

Health equity and social determinants of health

The evaluation highlighted the alignment of the CTP with Wellstar’s commitment to addressing social determinants of health, or factors that can affect a person’s well-being, including access to food, housing and transportation. Our CTP focused on six key areas identified through Wellstar's 2019 Community Health Needs Assessment (CHNA). WCHE launched the CTP in response to a technology equity gap identified in the assessment. The program addresses the need to improve access to medical care and social support services for vulnerable, marginalized and underserved communities.

Impressive cost avoidance and health outcomes

The evaluation also demonstrated that CTP grantees are having a significant impact on health outcomes. While the estimated reach from our program’s services exceeds 13,000 people, of those nearly 2,250 people benefited specifically from either mental and/or physical health interventions. The estimated cost avoidance from emergency department visits for these patients ranged from $225,000 to over $1 million. This not only underscores the financial impact of the program, but also reflects its success in preventing the need for emergency care.

Sustained use of technology solutions

A key aspect of the CTP was its emphasis on integrating technology solutions to enhance health services. According to the evaluation, six out of seven grantee organizations interviewed reported continuing use of the technology solutions funded through the CTP, indicating strong buy-in and long-term benefits. These positive findings reflect the success of the program in providing grantees with the resources and support to test and scale innovative solutions in a low-risk environment.

Positive experiences and strong partnerships

Grantees and partners reported positive experiences working with Wellstar team members, highlighting our emphasis on collaboration, capacity building and fostering strong relationships. The evaluation emphasized the effectiveness of Wellstar's supportive approach, which allowed grantees to explore new solutions while minimizing risks.

Guiding our growth

One of the most valuable outcomes of this evaluation was the expert guidance provided on how to strengthen and scale the program. WE Public Health offered strategic recommendations focused on deepening community partnerships, supporting long-term sustainability and enhancing evaluation practices. These insights will serve as a roadmap as we continue refining the CTP to maximize impact and equity. 

Why this matters

The findings from this evaluation affirm the transformative impact the CTP has had on both the health outcomes of individuals and the broader community. By fostering partnerships, addressing key social determinants of health and investing in sustainable technology solutions, the CTP is helping to create lasting change in the communities we serve.

As we continue to work with WE Public Health, we are excited to build upon these results and expand our efforts to address health inequities across Georgia. The partnership between Wellstar, WE Public Health and our grantees continues to serve as a model for how community-driven programs can drive sustainable improvements in health and well-being.

Learn more about WCHE. 

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Rendering of medical center location

Newsroom

Proposed Wellstar Hospital in Acworth Would Strengthen Access to Care, Create Jobs

MARIETTA, Ga., (June 23, 2025) – Wellstar Health System has filed its Certificate of Need (CON) application to build a 230-bed medical center that will address a critical need for hospital beds and emergency services in Acworth and nearby counties. The proposed Wellstar Kennestone Regional Medical Center at Acworth would be conveniently located across from Wellstar’s busiest health park and would significantly reduce travel time for patients requiring emergency care.

Wellstar today shared new details on the proposed hospital, which would be an eight-story, 675,000-square-foot facility with 70 emergency department bays and 8 operating rooms. Wellstar’s filing included extensive information on the critical need for a new hospital in the area, and why Wellstar is uniquely able to provide that care.

The community response since the proposed hospital was first announced last month has been highly positive, with dozens of business and community leaders throughout Cobb, Paulding, Cherokee and Bartow counties expressing their support through letters. Wellstar will partner with community members throughout the application and development process and engage a community advisory council.

“Caring for the communities we serve is always our top priority when we look for opportunities to grow,” said Candice L. Saunders, president and CEO of Wellstar Health System. “Over the past few years, we have been able to increase access to healthcare across Georgia and into our rural communities by partnering with local leaders, businesses and organizations to identify and meet the rapidly expanding needs of our patients and their families.”

If approved, the proposed Acworth hospital would provide several benefits for the health and well-being of the region:

  • Easier access to emergency care. The proposed $1 billion hospital’s primary service area has more than 340,000 residents today and is expected to grow to 365,000 by 2030. The area’s population over 65 is projected to grow even more rapidly, which is significant because the need for inpatient and emergency services increases with age.
  • Expanded access to care for patients regardless of their ability to pay. The proposed hospital, like all Wellstar facilities, would care for all who need help regardless of their ability to pay. It is estimated that 50% of patients served by the hospital would use Medicare, Medicaid or lack insurance. The Wellstar system as a whole provides more than $1 billion annually in charity care and other community benefits.
  • Enhanced healthcare throughout the region. The proposed hospital would relieve pressure on Wellstar Kennestone, which currently has an occupancy rate of 98.5%. It would improve Wellstar Kennestone’s capacity to treat the most critical patients and accept transfers with fewer delays by allowing less serious patients to be cared for at Acworth.
  • Jobs and economic development. The proposed hospital would create more than 1,500 healthcare and related jobs with competitive wages that would help bolster the economy in surrounding areas. Wellstar is listed among the Fortune 100 Best Companies to Work For.
  • Provide broader access to Wellstar’s integrated care network. This includes Georgia’s largest integrated trauma network, urgent care sites, specialists and primary care physicians, imaging, pharmacy and lab services.

“Wellstar has a proven history of delivering exceptional care with long-term benefits for Georgia families, and this new hospital will bring greater access to trusted, exceptional, quality care close to home,” said Sharon Mason, president and CEO, Cobb Chamber of Commerce. 

The proposed hospital at Acworth is one of many ways Wellstar is improving access to care for communities across Georgia. The health system is expanding Wellstar Kennestone with a new 192-bed tower for additional specialty care; expanding Wellstar Paulding Medical Center with a new 56-bed tower and parking deck to meet growing community need; adding a new oncology center to Wellstar Spalding Medical Center to help keep cancer care local; upgrading and expanding facilities in the Augusta area, including building a new 100-bed hospital and medical office building in Columbia County; and, in affiliation with Augusta University’s Medical College of Georgia, providing a Digital Care Network that supports rural hospitals across Georgia.

ABOUT WELLSTAR HEALTH SYSTEM

Wellstar personalizes the patient experience. We call it PeopleCare and it's only possible thanks to our 33,000 team members who provide compassionate care for every stage of life. PeopleCare also means we serve our communities as a non-profit health system, providing more than $1 billion annually in charity care and other community benefits, and operating the largest integrated trauma network in the State of Georgia. We embrace innovation and technology, nurture early-stage companies through our venture firm Catalyst by Wellstar, and train future generations of caregivers with academic institutions including the Medical College of Georgia. Wellstar honors every voice, earning Newsweek's recognition as one of America’s Greatest Workplaces for Diversity, and one of Fortune's 100 Best Companies to Work For. To learn more, visit Wellstar.org.

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Wellstar team member accesses patient supplies

Highlights

Supply Chain Keeps Care Moving with WellBin

Behind every successful patient interaction is a supply chain that works quietly but powerfully in the background. The Wellstar supply chain team uncovered critical gaps in our supply room processes—from expired products and unused inventory to time-consuming manual counts and inconsistent practices across departments. These challenges not only impacted efficiency and cost, but also posed risks to patient safety and regulatory compliance if left unaddressed.

The WellBin story

Managing medical supplies across a health system the size of Wellstar is a complex task. Led by Michael McCullough, senior vice president of supply chain at Wellstar, the supply chain team completed an internal analysis revealing that inefficiencies drove up labor and distribution costs due to rush orders, excess handling and overall waste. These challenges increased the risk of stockouts and overstocking, frustrated clinicians who had to compensate for supply gaps and raised the potential for canceled surgical cases.

One major issue was expired products caused by poor inventory rotation, which posed risks to both compliance and patient care. The team also found that 30% of items in supply rooms were “no-move”—sitting unused on shelves and resulting in wasted space and unnecessary costs.

Additionally, supplies ordered in bulk arrived in boxes, causing overstocks and failing to meet the Joint Commission’s guidelines for avoiding corrugated cardboard on patient floors. Manual supply counting consumed hours of team member time, often leading to inaccuracies and delays. The lack of standardized processes across departments created imbalanced stock levels, while reliance on “tribal knowledge” made it difficult to consistently manage supplies and train new team members. Addressing these pain points became a critical priority for the team as they looked to improve supply chain management across the system.

Display of carefully organized medical supplies in bins on shelves


Streamlining supplies with WellBin

To tackle these problems, Wellstar rolled out an innovative medical supply system called WellBin—Wellstar’s version of the BlueBin system—which was tailored to our supply chain workflows and patient care standards. This two-bin Kanban system is customized and designed around our clinicians’ needs, ensuring they have the right amount of supplies, exactly when they need them. To achieve this, clinicians follow three simple steps:

  1. Pull supplies from the front bin.
  2. Pull the full bin from the back to the front when the front bin is empty.
  3. Put the empty bin in the designated area on top of the rack.

By following this simple process every time, our supply rooms remain organized, efficient and consistently stocked with everything clinicians need. Supplies rarely expire, stockouts are uncommon and waste is significantly reduced.

Wellstar and BlueBin worked hand-in-hand to tailor WellBin with key customizations that support the unique needs of our teams. These include:

Optimized inventory levels

While BlueBin recommends three to five days of inventory, Wellstar increased on-hand stock levels to eight days. This ensures clinical teams always have what they need and reduces costs related to frequent reordering.

Silver cart supply delivery

Supplies from our Consolidated Service Center (CSC) are grouped by supply room and delivered on carts rather than pallets. This eliminates the need for team members to spend up to 90 minutes per day breaking down pallets and reduces cardboard waste on patient floors—supporting Joint Commission compliance.

In-room staging

Instead of using a centralized staging area for replenishment, Wellstar processes replenishment directly within supply rooms—reducing lost bins, excess handling and space constraints.

Dedicated implementation team

Rather than relying on external teams for setup, Wellstar worked with BlueBin to train our own teams to manage builds and maintenance. This approach ensures long-term sustainability, enables faster issue resolution and cuts implementation costs by 50%.

“WellBin transformed our supply chain from a reactive, inefficient process to a proactive and clinician-friendly system,” said Jeremy Stewart, supply chain lean manager at Wellstar.

Team member at work delivering medical supplies


WellBin makes a difference

Since implementing the WellBin system, Wellstar has seen significant improvements across the supply chain. Expired products have been reduced significantly, boosting patient safety and ensuring better compliance. The system has eliminated time-consuming manual counts, freeing up team member hours and increasing overall efficiency. By standardizing processes across departments, WellBin has minimized reliance on tribal knowledge. This makes it easier for contract and float nurses to find the supplies they need quickly.

Clinician satisfaction has improved, and fewer stockouts mean smoother patient care without interruptions. The reduction in waste has also led to cost savings and stronger regulatory compliance.

“Before WellBin, we were constantly scrambling for supplies,” said Kori Rippet, radiology manager at Wellstar North Fulton Medical Center. “Now, everything is where it should be, and our team can focus on patient care instead of inventory.”

Lessons learned

Implementing WellBin has taught us valuable lessons about improving supply chain management at Wellstar. Clinician involvement proved critical to the smooth adoption of new processes. Customizing BlueBin’s system into WellBin allowed us to better meet Wellstar’s unique needs and boosted team member engagement. Using actionable data and analytics helped the team make informed adjustments and drive continuous improvement. Ongoing training for on-site teams has supported compliance and proper system use. Proactive Gemba walks—on-site observations of workflow in action—by the supply chain team have enabled real-time problem solving right where it matters most.

"WellBin didn’t just optimize our inventory—it empowered our teams to deliver better care,” said Wellstar CSC Executive Director Adam Flood. “By reducing waste, improving efficiency and enhancing team member satisfaction, WellBin has become a cornerstone of Wellstar’s operational excellence.”

WellBin has been installed at Wellstar Kennestone, Wellstar Cobb, Wellstar Paulding, Wellstar Douglas, Wellstar Spalding and Wellstar Sylvan Grove Medical Centers. Installation is underway at Wellstar North Fulton Medical Center, Wellstar Roosevelt, Wellstar MCG Health Medical Center, Wellstar Children’s Hospital of Georgia and Wellstar Windy Hill. Wellstar Health Parks are slated for WellBin in 2026.

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