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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 | |