The essential healthcare guide to doing more with existing resourcesThe 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 eliminatingwaste and non-value-adding activities.
The essential healthcare guide to doing more with existing resourcesThe 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 eliminatingwaste and non-value-adding activities.
Boaz Ronen, PhD, is Professor Emeritus of Healthcare Management and Value Creation at the Coller of School Management, Tel Aviv University. Joseph S. Pliskin, PhD, is Professor Emeritus of Healthcare Management and Industrial Engineering and Management, Ben-Gurion University of the Negev, and Adjunct Professor of Health Policy and Management, Harvard T.H. Chan School of Public Health. Shimeon Pass, MBA, MSc, is a management consultant whose work applies the philosophy and tools of the focused-management methodology, Lean, and TOC to the healthcare, technology, service, retail, and non-profit sectors.
Inhaltsangabe
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
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
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