Hospital Operations: Principles of High Efficiency Health Care [NOOK Book]

Overview

By one estimate, the U.S. wastes $480 billion annually on healthcare expenditures that don’t improve care. Worse, because of faulty systems – not personnel – up to 98,000 people die every year due to preventable medical errors – and that doesn’t count non-terminal events such as hospital-acquired infections. In Hospital Operations, two leading operations management experts and four senior physicians demonstrate how to apply new OM advances to substantially improve any hospital’s operational, clinical, and ...

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Hospital Operations: Principles of High Efficiency Health Care

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Overview

By one estimate, the U.S. wastes $480 billion annually on healthcare expenditures that don’t improve care. Worse, because of faulty systems – not personnel – up to 98,000 people die every year due to preventable medical errors – and that doesn’t count non-terminal events such as hospital-acquired infections. In Hospital Operations, two leading operations management experts and four senior physicians demonstrate how to apply new OM advances to substantially improve any hospital’s operational, clinical, and financial performance. Replete with examples, this bookshows how to diagram hospital flows, trace interconnections, and optimize flows for better performance. Readers will find specific guidance on improving emergency departments, operating rooms, hospital floors, and diagnostic units; and successfully applying metrics. Coverage includes: reducing ER overcrowding and enhancing patient safety…improving OR scheduling, enhancing organizational learning, and responding to surgeons and other stakeholders… improving bed availability, optimizing nurse schedules, and creating more seamless patient handoffs… reducing lab turnaround time, improving imaging responsiveness, and decreasing lab errors…successfully applying the right metrics for every facet of hospital performance. The authors conclude by previewing the "Hospital of the Future," addressing issues ranging from prevention and self-care to the evolution of technology and evidence-based medicine.

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Product Details

  • ISBN-13: 9780132908702
  • Publisher: Pearson Education
  • Publication date: 11/13/2012
  • Series: FT Press Operations Management
  • Sold by: Barnes & Noble
  • Format: eBook
  • Edition number: 1
  • Pages: 649
  • File size: 22 MB
  • Note: This product may take a few minutes to download.

Meet the Author

Wallace J. Hopp is the Herrick Professor of Manufacturing and Associate Dean for Faculty and Research in the Ross School of Business, and a Professor of Industrial and Operations Engineering, at the University of Michigan. His research focuses on the design, control, and management of operations systems, with emphasis on manufacturing and supply chain systems, innovation processes, and health care systems. His prior publications include the books Factory Physics and Supply Chain Science, in addition to numerous research papers and book chapters. He has served as editor-in-chief of Management Science, president of the Production and Operations Management Society, and consultant to a wide range of companies. Hopp’s research and teaching have been recognized with a number of awards, including the IIE Joint Publishers Book-of-the- Year Award, the IIE Technical Innovation Award, the SME Education Award, and Fellow Awards from IIE, INFORMS, MSOM, POMS, and SME.

William S. Lovejoy is the Raymond T. Perring Family Professor of Business Administration and Professor in the Operations and Technology department of the Ross School of Business,University of Michigan, with a joint appointment in the School of Art and Design. Professor Lovejoy held positions in both the private and the public sectors before joining academia. He works with companies on new product development, the management of innovation, and process assessment and improvement; he works with hospitals and clinics on health care operations. His courses have enjoyed coverage by CNN, The Wall Street Journal, The New York Times, and Businessweek. His past editorial activities include department editor for the Operations and Supply Chains department of Management Science, and senior editor for Manufacturing and Services Operations Management. He is a fellow in the Production and Operations Management Society.

Jeffrey S. Desmond is an Associate Chief of Staff at the University of Michigan Health System and Associate Chair for Clinical Operations in the Department of Emergency Medicine. He is a Clinical Associate Professor at the University of Michigan Medical School. He received his MD from the University of Texas Health Science Center at Houston and did his residency in Emergency Medicine at the University of Massachusetts. He is the co-founder of the Graduate Medical Education Health Care Administration Track and has a strong interest in the development of physician leaders. His research focuses on the operational aspects of emergency care, and in addition to publishing in peer-reviewed journals he has guided or mentored numerous applied operations design and improvement projects.

Christopher R. Friese received his BSN and PhD from the University of Pennsylvania and is an Assistant Professor at the University of Michigan School of Nursing. He remains clinically active as an inpatient staff nurse at the University of Michigan Health System and holds advanced oncology certification. His research focuses on patient, provider, and system-related factors that influence care outcomes. His findings have been cited by the Institute of Medicine’s Future of Nursing report, the American Association of Colleges of Nursing, and two state Boards of Nursing to reform nursing educational policy. His work has helped guide oncology nurses in daily patient care, and through his leadership positions with the American Society of Clinical Oncology and the National Quality Forum he broadened quality measurement initiatives to include nursing-sensitive outcomes. In October 2012, he will be inducted as a Fellow in the American Academy of Nursing in recognition of his nursing leadership.

Steven L. Kronick is the Service Chief of Adult Emergency Medicine and an Associate Professor in the Department of Emergency Medicine at the University of Michigan. He received his MD from the University of Texas and his MS in Clinical Research Design and Statistical Analysis from the University of Michigan School of Public Health. He completed residencies in Internal Medicine at the University of Michigan and Emergency Medicine at Henry Ford Hospital. He is the director of Advanced Cardiac Life Support programs at UMHS and chairs the institutional CPR Committee.He is an item writer for the American Board of Emergency Medicine and has served on the American Heart Association’s ACLS Committee and on the International Liaison Committee on Resuscitation’s Task Force on the Consensus on Science. His research interests focus on emergency medicine operations and cardiac arrest in the hospital setting.

Michael W. Mulholland is the Frederick A. Coller Distinguished Professor and Chair, Department of Surgery at the University of Michigan Medical School. He also serves as Surgeon-in-Chief of University Hospital. His clinical interests are in gastrointestinal surgery with expertise in the treatment of pancreatic and biliary cancer, neoplastic diseases of the gastrointestinal tract and biliary reconstruction. His research interests include neurocrine control of pancreatic exocrine secretion and enteric neurobiology. He is the principal director of a research laboratory that has been continuously funded by the NIH since 1986. In 2004, he received the MERIT Award from the NIH for his work. In 2004 he was elected a member of the Institutes of Medicine of the National Academies. Dr. Mulholland is the senior editor of the textbook Surgery: Scientific Principles and Practice which has become the leading text in the field.

Jeffrey L.Myers is the A. James French Professor of Diagnostic Pathology, Director of the Divisions of Anatomic Pathology and MLabs, and Associate Director of the Medical Innovation Center at the University of Michigan. He received his MD from Washington University where he completed his residency in Anatomic Pathology at Barnes and Affiliated Hospitals followed by fellowship training at the University of Alabama at Birmingham. His research interests include pulmonary and general surgical pathology, patient safety, and practice innovation. He has published widely in the peer reviewed literature, co-authored multiple book chapters, and is co-editor of a textbook. Prior to Michigan he was a member of the Mayo Clinic staff where he was selected as a Distinguished Clinician in 2004. In 2010 he received the Outstanding Clinician Award and is a member of the League of Clinical Excellence at the University of Michigan Medical School.

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Table of Contents

1 INTRODUCTION TO HOSPITAL OPERATIONS 1

1.1 Stakeholders’ Perspectives 1

1.2 A Metaphor for Hospital Operations 3

1.3 Health Care in Crisis 4

1.4 A Focus on Practice 7

1.5 The Time Is Now; The Tools Are Known 9

1.6 Principles-Driven Management: Marrying Theory and Practice 13

1.7 The Structure of This Book 15

1.8 References 19

2 EMERGENCY DEPARTMENT 21

2.1 Stakeholders’ Perspectives 21

2.2 Introduction to the ED 29

2.3 Managing the ED 42

2.4 Key Management Issues in the ED 48

2.5 Conclusions 112

2.6 Stakeholders’ Perspectives 113

2.7 References 117

3 NURSING UNITS 127

3.1 Stakeholders’ Perspectives 127

3.2 Introduction to Nursing Units 137

3.3 Managing a Nursing Unit 153

3.4 Key Management Issues in a Nursing Unit 160

3.5 Conclusions 235

3.6 Stakeholders’ Perspectives 236

3.7 References 240

4 OPERATING ROOMS 243

4.1 Stakeholders’ Perspectives 243

4.2 Introduction to the OR 248

4.3 Managing the OR Suite 263

4.4 Key Management Issues in the OR 271

4.5 Conclusions 332

4.6 Stakeholders’ Perspectives 333

4.7 References 336

5 DIAGNOSTIC SERVICES 339

5.1 Stakeholders’ Perspectives 339

5.2 Introduction to the Diagnostic Units 344

5.3 Managing a Diagnostic Unit 370

5.4 Key Management Issues in the Diagnostic Units 376

5.5 Conclusions 449

5.6 Stakeholders’ Perspectives 450

5.7 References 457

6 HOSPITAL OF THE FUTURE 463

6.1 Stakeholders’ Perspectives 463

6.2 Product and Process Integration 466

6.3 Looking to the Future 476

6.4 Management Challenges 481

6.5 Final Message 495

6.6 References 496

Appendix A MANAGEMENT PRINCIPLES 497

Appendix B HISTORICAL JUSTIFICATION FOR AND DEVELOPMENT OF STANDARD BED/POPULATION RATIOS 589

Index 595

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  • Anonymous

    Posted September 16, 2013

    Shadow

    The Doctors Each Took Them Into Different Rooms.((rp your drs bc im getting tired.)) He Lifts Raylen Onto A Stretcher And Follows The Dr.

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  • Anonymous

    Posted September 16, 2013

    Ray and Cinder

    Cinder took Ray into the next result :D

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  • Anonymous

    Posted September 16, 2013

    Salem

    Really Silas? *he picked him up again. And took him to the 4th res*

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  • Anonymous

    Posted September 3, 2013

    Dr. Brantly

    Your doing great!

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    Posted February 2, 2013

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