Full Description
The essential healthcare guide to doing more with existing resources
The healthcare industry faces foundational challenges to how it sustains itself. As the gap between cost and revenue continues to widen, and as cost-effectiveness remains an elusive imperative, the question persists: how can healthcare organizations do more with the same resources?
The Hospital and Clinic Improvement Handbook is a practical guide to how operations management -- in particular Lean and the Theory of Constraints (TOC) -- can rapidly advance value and performance in any healthcare organization. Utilizing a systems approach that will be relevant for healthcare managers and executives, it unpacks and demystifies concepts such as performance measures, operations, quality, cost accounting, pricing, and value enhancement, all as they relate to eliminating waste and non-value-adding activities.
Enriched with dozens of examples and building on the authors' experience teaching and refining these concepts for healthcare, this text is an essential guide for executives and managers across the industry.
Contents
Foreword
Donald M. Berwick, M.D.
Preface
1. The Modern Healthcare Environment
2. Principles of Management in the Dynamic Healthcare Environment
3. The Pareto Rule, the Focusing Table, and the Focusing Matrix
4. The Seven Focusing Steps of the Theory of Constraints (TOC)
5. Constraint Management in a Bottleneck Environment
6. Constraint Management under a Market Constraint
7. Focused Current Reality Tree (fCRT)
8. Resolving Managerial Conflicts
9. The "Efficiencies Syndrome"
10. The "Evils" of Long Response Times
11. Reducing Response Times
12. The Complete Kit Concept
13. Performance Measures
14. The Effects of Variability and Uncertainty
15. The Evils of Traditional Cost-Accounting
16. Global Decision Making (GDM)
17. Quality Management and Process Control
18. Creating Value for Healthcare Organizations
19. Implementation and the Process of Ongoing Improvement (POOGI)
20. Success Stories
