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Healthcare Operations Management

ISBN-10: 1567934447
ISBN-13: 9781567934441
Edition: 2nd 2012
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Description: Like its predecessor, this book focuses operations management and the strategic implementation of programs, techniques, and tools for reducing costs and improving quality. It not only covers the basics of operations management, but also explains how  More...

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Book details

Edition: 2nd
Copyright year: 2012
Publisher: Health Administration Press
Publication date: 7/15/2012
Binding: Hardcover
Pages: 441
Size: 7.25" wide x 10.00" long x 1.25" tall
Weight: 2.398
Language: English

Like its predecessor, this book focuses operations management and the strategic implementation of programs, techniques, and tools for reducing costs and improving quality. It not only covers the basics of operations management, but also explains how operations and process improvement relate to contemporary healthcare trends such as evidence-based medicine and pay-for-performance. The book's practical approach includes real-world examples to illustrate concepts and explanations of software tools that solve operational problems. This second edition has been thoroughly revised to address current issues facing healthcare managers. Major revisions include extensive updates to the chapters on statistical tools, Six Sigma, and the Lean enterprise. The chapter on project management now includes information on agile, and the chapter on scheduling and capacity management has been substantially rewritten and expanded. A new chapter on improving financial performance with operations management has been added. Key Features: Emphasizes the importance of operations management in implementing the Affordable Care Act Aligns strategic and operational goals, including the use of project management tools and balanced-scorecard techniques to execute and monitor projects Thoroughly explores performance tools, techniques, and programs, including Six Sigma, the Lean enterprise, and simulation Applies process improvement tools to supply chain management, scheduling, and other healthcare issues Includes chapter overviews, a running glossary, discussion questions, and problems for each chapter

Preface
Introduction to Healthcare Operations
The Challenge and the Opportunity
Overview
Purpose of This Book
The Challenge
The Opportunity
A Systems Look at Healthcare
An Integrating Framework for Operations Management in Healthcare
Conclusion
Discussion Questions
History of Performance Improvement
Operations Management in Action
Overview
Background
Knowledge-Based Management
History of Scientific Management
Quality
Service Typologies
Supply Chain Management
Conclusion
Discussion Questions
Evidence-Based Medicine and Value-Based Purchasing
Operations Management in Action
Overview
Evidence-Based Medicine
Tools to Expand the Use of EBM
Clinical Decision Support
The Future of Evidence-Based Medicine
Vincent Valley Hospital and Health System and P4P
Conclusion
Discussion Questions
Setting Goals and Executing Strategy
Strategy and the Balanced Scorecard
Operations Management in Action
Overview
Moving Strategy to Execution
The Balanced Scorecard in Healthcare
Linking Balanced Scorecard Measures to Strategy
Implementation of the Balanced Scorecard
Ensuring That the Balanced Scorecard Works
Business Intelligence
Conclusion
Discussion Questions
Chapter Exercises
Case Study: St. Mary's/Duluth Clinic
Notes
Further Reading
Project Management
Operations Management in Action
Overview
Definition of a Project
Project Selection and Chartering
Project Scope and Work Breakdown
Scheduling
Project Control
Communications
Risk Management
Quality Management, Procurement, the Project Management Office, and Project Closure
Agile Project Management
The Project Manager and Project Team
Conclusion
Discussion Questions
Chapter Exercises
Further Reading
Performance Improvement Tools, Techniques, and Programs
Tools for Problem Solving and Decision Making
Operations Management in Action
Overview
Decision-Making Framework
Mapping Techniques
Problem Identification Tools
Analytical Tools
Implementation: Force Field Analysis
Conclusion
Discussion Questions
Chapter Exercises
Statistical Thinking and Statistical Problem Solving
Operations Management in Action
Statistical Thinking in Healthcare
Foundations of Data Analysis
Graphic Tools
Mathematic Descriptions
Probability
Confidence Intervals and Hypothesis Testing
Simple Linear Regression
Conclusion
Discussion Questions
Chapter Exercises
Quality Management: Focus on Six Sigma
Operations Management in Action
Overview
Defining Quality
Cost of Quality
Quality Programs
Six Sigma
Additional Quality Tools
Riverview Clinic Six Sigma Generic Drug Project
Conclusion
Discussion Questions
Chapter Exercises
The Lean Enterprise
Operations Management in Action
Overview
What Is Lean?
Types of Waste
Kaizen
Value Stream Mapping
Measures and Tools
The Merger of Lean and Six Sigma Programs
Discussion Questions
Chapter Exercises
Simulation
Operations Management in Action
Overview
Uses of Simulation
The Simulation Process
Monte Carlo Simulation
Discrete Event Simulation
Conclusion
Discussion Questions
Chapter Exercises
Applications to Contemporary Healthcare Operations Issues
Process Improvement and Patient Flow
Operations Management in Action
Overview
Problem Types
Process Improvement Approaches
The Science of Operations Management
Process Improvement in Practice
Conclusion
Discussion Questions
Chapter Exercises
Further Reading
Scheduling and Capacity Management
Operations Management in Action
Overview
Hospital Census and Rough Cut Capacity Planning
Staff Scheduling
Job/Operation Scheduling and Sequencing Rules
Patient Appointment Scheduling Models
Advanced Access Patient Scheduling
Fears About Advanced Access and Their Practical Resolution
Conclusion
Discussion Questions
Chapter Exercises
Supply Chain Management
Operations Management in Action
Overview
Supply Chain Management
Tracking and Managing Inventory
Demand Forecasting
VVH Diaper Demand Forecasting
Order Amount and Timing
Inventory Systems
Procurement and Vendor Relationship Management
Strategic View
Conclusion
Discussion Questions
Chapter Exercises
Improving Financial Performance with Operations Management
Operations Management in Action
The Need for Better Tools for Improving Financial Performance
A Systems Approach to Financial Management
Overhead Expenses
Revenue
Linking All Cost and Revenue Models Together
Case Example: Floyd Hospital
Discussion Questions
Chapter Exercises
Putting It All Together for Operational Excellence
Holding the Gains
Overview
Human Resources Planning
Managerial Accounting
Control
Which Tools to Use: A General Algorithm
Operational Excellence
VVH Strives for Operational Excellence
The Healthcare Organization of the Future
Conclusion
Discussion Questions
Case Study: VVH
Glossary
References
Index
About the Author

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