Focused Operations Management for Health Services Organizations

Boaz Ronen, Shimeon Pass and Joseph S. Pliskin


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Level of TOC knowledge acquired:

Intermediate

Length:

384 pages

Designed for:

Consultants, Implementers, Leaders and Managers

Topics:

Decisive Competitive Edge (DCE), Finance and Measurements and Management Skills

Industries:

Healthcare

Language:

English

Format:

Download and Paperback

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Focused Operations Management for Health Services Organizations offers Health Services managers and staff the practical knowledge and tools needed to accomplish much more within existing resources.

This text identifies common bottlenecks and constraints and focuses on the critical issues and processes faced by managers in the health care field. This book is filled with proven methods, including the theory of constraints, that can yield fast improvements in systems such as operating rooms and emergency departments, and it provides tools to significantly improve organizational operations as well as enhance quality and customer satisfaction without increasing the use of physical, human, and financial resources, and

The authors have extensive experience in successfully applying these tools and methods to many organizations worldwide and they share how simple tools like the focusing table, the focusing matrix, the complete kit concept, and Pareto analysis can increase throughput, reduce response time, and create value in health care organizations.

TABLE OF CONTENTS

PART ONE: THE DYNAMIC HEALTH CARE MANAGEMENT ENVIRONMENT.

1. The Modern Health Care and Business Environment.

2. Principles of Management in a Dynamic Environment.

3. The Pareto Rule, Focusing Table, and Focusing Matrix.

PART TWO: NOVEL MANAGEMENT APPROACHES.

4. Management by Constraints: The Focusing Steps of the Theory of Constraints.

5. Management by Constraints in a Bottleneck Environment.

6. Management by Constraints When the Market Is the Constraint.

7. Focused Current Reality Tree.

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 and Managerial Control.

14. Effects of Fluctuations, Variability, and Uncertainty on the System.

15. The Evils of Traditional Cost Accounting.

16. Marketing, Costing, and Pricing Considerations in Decision-Making Processes.

17. Quality Management and Process Control.

PART THREE: STRATEGY AND VALUE CREATION.

18. Creating Value for Health Care Organizations.

PART FOUR: SUMMARY.

19. Case Study: The Emergency Department at Guard Mountain Hospital.

20. Our Managerial Credo.

References.

Index