Author: American Hospital Association Staff
Publisher:
Published: 1980-01-01
Total Pages:
ISBN-13: 9780872583047
DOWNLOAD EBOOK →Author: American Hospital Association
Publisher:
Published: 1980
Total Pages:
ISBN-13:
DOWNLOAD EBOOK →Author: Wallace J. Hopp
Publisher: Pearson Education
Published: 2013
Total Pages: 638
ISBN-13: 0132908662
DOWNLOAD EBOOK →"In Hospital Operations, two leading Operations Management experts and five practicing clinicians demonstrate how to apply new OM advances and metrics to substantially improve any hospital's performance. Replete with examples, Hospital Operations shows how to generate principles-driven breakthrough ideas to systematically improve emergency departments, operating rooms, nursing unites, and diagnostic units." -- Back cover
Author: Corinne M. Karuppan, PhD, CPIM
Publisher: Springer Publishing Company
Published: 2016-06-14
Total Pages: 640
ISBN-13: 0826126537
DOWNLOAD EBOOK →Describes how to build a competitive edge by developing superior operations This comprehensive, practice-oriented text illustrates how healthcare organizations can gain a competitive edge through superior operations – and demonstrates how to achieve them. Underscoring the importance of a strategic perspective, the book describes how to attain excellence in the four competitive priorities: quality, cost, delivery, and flexibility. The competitive priorities are interrelated, with excellent quality laying the foundation for performance in the other competitive priorities, and with targeted improvement initiatives having synergistic effects. The text stresses the benefits of aligning the entire operations system within the parameters of a business strategy. It equips students with a conceptual mental model of healthcare operations in which all concepts and tools fit together logically. With a hands-on approach, the book clearly demonstrates the “how-tos” of effectively managing a healthcare organization. It describes how to negotiate the different perspectives of clinicians and administrators by offering a common platform for building competitive advantage. To bring the cultural context of a healthcare organization to life, the book engages students with a series of short vignettes of a fictitious healthcare organization as it strives to achieve the status of a highly reliable organization. Integrated throughout are a variety of tools and quantitative techniques with step-by-step instructions to assist in problem solving and process improvements. Also included are mind maps linking competitive priorities and concepts, quick-reference icons, dashboards displaying measurement and process tracking, and boxed features. Several project ideas, team assignments, and creative thinking exercises are proposed. A comprehensive Instructor Packet and online tutorials further enhance the book’s outstanding value. Key Features: Includes mind maps to connect competitive priorities, concepts, and tools Provides an extensive tool kit for problem solving and process improvements Presents icons throughout the text to emphasize competitive priorities and tool coverage Emphasizes measurement with dashboards and includes data files for statistical process control, queuing, and simulation Demonstrates human dynamics and organizational challenges through realistic vignettes Presents boxed features of frequently asked questions an real-world implementations of concepts Provides comprehensive Instructor Packet and online tutorials
Author: Canadian Hospital Association
Publisher:
Published: 1978
Total Pages: 260
ISBN-13: 9780919100145
DOWNLOAD EBOOK →Author: Corinne M. Karuppan, PhD, CPIM
Publisher: Springer Publishing Company
Published: 2021-12-07
Total Pages: 688
ISBN-13: 0826147720
DOWNLOAD EBOOK →This thoroughly revised and updated second edition of Operations Management in Healthcare: Strategy and Practice describes how healthcare organizations can cultivate a competitive lead by developing superior operations using a strategic perspective. In clearly demonstrating the "how-tos" of effectively managing a healthcare organization, this new edition also addresses the "why" of providing quality and value-based care. Comprehensive and practice-oriented, chapters illustrate how to excel in the four competitive priorities - quality, cost, delivery, and flexibility - in order to build a cumulative model of healthcare operations in which all concepts and tools fit together. This textbook encourages a hands-on approach and integrates mind maps to connect concepts, icons for quick reference, dashboards for measurement and tracking of progress, and newly updated end-of-chapter problems and assignments to reinforce creative and critical thinking. Written with the diverse learning needs in mind for programs in health administration, public health, business administration, public administration, and nursing, the textbook equips students with essential high-level problem-solving and process improvement skills. The book reveals concepts and tools through a series of short vignettes of a fictitious healthcare organization as it embarks on its journey to becoming a highly reliable organization. This second edition also includes a strong emphasis on the patient's perspective as well as expanded and added coverage of Lean Six Sigma, value-based payment models, vertical integration, mergers and acquisitions, artificial intelligence, population health, and more to reflect evolving innovations in the healthcare environment across the United States. Complete with a full and updated suite of Instructor Resources, including Instructor’s Manual, PowerPoints, and test bank in addition to data sets, tutorial videos, and Excel templates for students. Key Features: Demonstrates the "how-tos" of effectively managing a healthcare organization Sharpens problem-solving and process improvement skills through use of an extensive toolkit developed throughout the text Prepares students for Lean Six Sigma certification with expanded coverage of concepts, tools, and analytics Highlights new trends in healthcare management with coverage of value-based payments, mergers and acquisitions, population health, telehealth, and more Intertwines concepts with vivid vignettes to describe human dynamics, organizational challenges, and applications of tools Employs boxed features and YouTube videos to address frequently asked questions and real-world instances of operations in practice
Author: James R. Langabeer II
Publisher: Jones & Bartlett Learning
Published: 2020-02-10
Total Pages: 1087
ISBN-13: 1284220567
DOWNLOAD EBOOK →Operations management is increasingly a critical skill needed in today’s health care leader. Managing your organization’s complex interdisciplinary processes, labor and asset productivity, and operational performance involves quantitative and qualitative skills. Covering a range of topics from quality management to data analyses, Health Care Operations Management: A Systems Approach clearly explains the important concepts and skills necessary to lead a modern health care organization. Logically organized in four parts, Health Care Operations Management: A Systems Approach looks at operations, systems and financial management; methods for improving operations; analytical tools and technology; and health care supply chain. Thoroughly revised, the new Third Edition offers new content on health plan operations, use of information technology in operations management, and analytics – topics often overlooked in most health care operational management texts.
Author: Brian T. Denton
Publisher: Springer Science & Business Media
Published: 2013-02-28
Total Pages: 542
ISBN-13: 1461458854
DOWNLOAD EBOOK →From the Preface: Collectively, the chapters in this book address application domains including inpatient and outpatient services, public health networks, supply chain management, and resource constrained settings in developing countries. Many of the chapters provide specific examples or case studies illustrating the applications of operations research methods across the globe, including Africa, Australia, Belgium, Canada, the United Kingdom, and the United States. Chapters 1-4 review operations research methods that are most commonly applied to health care operations management including: queuing, simulation, and mathematical programming. Chapters 5-7 address challenges related to inpatient services in hospitals such as surgery, intensive care units, and hospital wards. Chapters 8-10 cover outpatient services, the fastest growing part of many health systems, and describe operations research models for primary and specialty care services, and how to plan for patient no-shows. Chapters 12 – 16 cover topics related to the broader integration of health services in the context of public health, including optimizing the location of emergency vehicles, planning for mass vaccination events, and the coordination among different parts of a health system. Chapters 17-18 address supply chain management within hospitals, with a focus on pharmaceutical supply management, and the challenges of managing inventory for nursing units. Finally, Chapters 19-20 provide examples of important and emerging research in the realm of humanitarian logistics.
Author: Suman Machinani
Publisher:
Published: 2015
Total Pages: 49
ISBN-13:
DOWNLOAD EBOOK →Background: Medical device manufacturers (suppliers) and hospitals (providers) face financial and operational stressors exacerbated by recent healthcare reform. Providers now face the prospect of decreased reimbursements and financial penalties associated with quality of care metrics while suppliers must cope with product commoditization and increased scrutiny of device cost. To address these financial and operational pressures, suppliers and providers will need to uncover opportunities for cost savings and improvements in clinical care. The consumer packaged goods (CPG) industry provides insight into a vehicle for achieving such results as there exist cases in which collaboration between suppliers and customers have been able to generate financial and operational gains. Question: Given such cases of collaborative success within the CPG space and parallels in supply chain environments between the CPG and medical device industries, we ask: what are the opportunities for cost savings and operational efficiencies that can be realized via collaborative supply chain practices between medical device manufacturers and hospitals? Methodology: We implement a two-step approach to constructing a model that identifies such opportunities. First, to establish the foundational framework for this model, we propose several hypotheses (HI, H2, H3) that relate to the CPG and medical device domains based on existing theory as well as interviews and observations at Device Company X, a leading device manufacturer, and at Hospital X, a Harvard Medical School affiliated teaching hospital. These hypotheses are: H1: Shared practices between suppliers and customers can generate cost containment and operational improvements in the CPG domain. H2: The operating environments between CPG and medical device companies share similarities with respect to operational goals, product characteristics, and logistical pressures. H3: Supply chain shared practices between US medical device companies and hospitals can generate cost containment and operational efficiencies. Second, we propose a collaboration model that can be leveraged to test H3 by building on the core principle of shared practices that underlie a pre-existing collaboration model within the CPG space. To create this model, we examined operations within a procedure suite at Hospital X. This entailed assessing the process steps required for inventory replenishment and product consumption while noting the role of Device Company X in facilitating task execution. Findings: The CPG domain and medical device industry may share similarities within their operating environments. As such, collaboration practices within the CPG space may provide a template for financial and operational solutions that medical device companies and hospitals can benefit from. Building on a prior model used within the CPG space, we propose a collaboration model with three operational levers for hospitals and device manufacturers that may represent sources for cost containment and operational efficiencies. These operational dimensions include physician practice standardization, inventory replenishment, and space utilization. Our model calls for redefining the roles of medical device company personnel within clinical care territories to include greater participation in hospital value-add activities. Next Steps: Device manufacturers and hospitals can test the feasibility of sources for cost containment and operational efficiencies within the proposed collaboration model by implementing survey based modalities to uncover enablers and barriers to collaboration. For both parties, conducting low-stakes, time friendly pilot studies offers a compelling route to "testing the waters" of collaboration.