Description
The essential healthcare guide to doing more with existing resourcesThe 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.
Table of Contents
ForewordDonald M. Berwick, M.D.Preface1. The Modern Healthcare Environment2. Principles of Management in the Dynamic Healthcare Environment3. The Pareto Rule, the Focusing Table, and the Focusing Matrix4. The Seven Focusing Steps of the Theory of Constraints (TOC)5. Constraint Management in a Bottleneck Environment6. Constraint Management under a Market Constraint7. Focused Current Reality Tree (fCRT)8. Resolving Managerial Conflicts9. The "Efficiencies Syndrome"10. The "Evils" of Long Response Times11. Reducing Response Times12. The Complete Kit Concept13. Performance Measures14. The Effects of Variability and Uncertainty15. The Evils of Traditional Cost-Accounting16. Global Decision Making (GDM)17. Quality Management and Process Control18. Creating Value for Healthcare Organizations19. Implementation and the Process of Ongoing Improvement (POOGI)20. Success Stories
