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