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Home > Healthcare Reform
Healthcare Operations Management, Second Edition
Healthcare Operations Management, Second Edition
Healthcare Operations Management, Second Edition
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Description

Like its predecessor, Healthcare Operations Management, Second Edition, focuses on 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 books 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; and
  • Includes chapter overviews, a running glossary, discussion questions, and problems for each chapter.

Table of Contents

Preface

Part I Introduction to Healthcare Operations

  1. 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

  2. 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

  3. 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

Part II Setting Goals and Executing Strategy

  1. 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. Marys/Duluth Clinic
    • Notes
    • Further Reading

  2. 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

Part III Performance Improvement Tools, Techniques, and Programs

  1. 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

  2. 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

  3. 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

  4. 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

  5. Simulation
    • Operations Management in Action
    • Overview
    • Uses of Simulation
    • The Simulation Process
    • Monte Carlo Simulation
    • Discrete Event Simulation
    • Conclusion
    • Discussion Questions
    • Chapter Exercises

Part IV Applications to Contemporary Healthcare Operations Issues

  1. 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

  2. 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

  3. 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

  4. 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

Part V Putting It All Together for Operational Excellence

  1. 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 Authors

    Daniel McLaughlin is the director of the Center for Health and Medical Affairs in the Opus College of Business at the University of St. Thomas, St. Paul, Minnesota. Previously, he was the executive director of the National Institute of Health Policy at St. Thomas, the CEO of Hennepin County Medical Center, and the director of a county health system. Mr. McLaughlin has served as chair of the National Association of Public Hospitals and Health Systems and has served on the boards of other regional and national associations. In 1993, he served on President Clinton's Task Force on Health Care Reform.

    John R. Olson, PhD, is a professor at the University of St. Thomas in the Operations and Supply Chain Department. He has published numerous studies related to quality management and healthcare systems. Over the past 10 years, he has consulted with many healthcare organizations on their strategic planning process, metric setting, and the implementation of quality and continuous improvement programs. He is a master black belt in Six Sigma and Lean Sensei.

  • Publication Date: August 2012
    Number of Pages: 439
    ISBN 10: ISBN-10: 1567934447
    ISBN 13: ISBN-13: 978-1567934441
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