Smash the Bottleneck: Fixing Patient Flow for Better Care (and a Better Bottom Line)
Overcrowding is endemic in most US hospitals, and untangling patient flow is a top priority for today's healthcare leaders. Smash the Bottleneck: Fixing Patient Flow for Better Care (and a Better Bottom Line) lays out a concrete methodology for getting to the root of patient-flow problems and addressing them—quickly. The book highlights a continuous improvement methodology known as the Theory of Constraints (TOC), which emphasizes identifying, optimizing, and breaking down bottlenecks to improve overall system performance. Introduced in Eliyahu M. Goldratt's seminal business book The Goal, this method and its concepts have since been adopted by Fortune 500 companies worldwide. Uniquely, the authors tie TOC to healthcare delivery from a practitioner's point of view. They provide numerous examples of common health system bottlenecks to illustrate how the methodology can be applied in readers' own organizations. The book also showcases precisely how TOC can help: decrease length of stay in inpatient units; coordinate resources and break down organizational silos; reduce overcrowding and increase throughput in emergency departments; and shorten wait times in primary and specialty care clinics, imaging centers, and surgery centers. Poor patient flow has grave implications for quality of care, patient satisfaction, provider well-being, and an organization's bottom line. Discover the practical knowledge and tools that you can use to break bottlenecks and enact meaningful, lasting change.
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Smash the Bottleneck: Fixing Patient Flow for Better Care (and a Better Bottom Line)
Overcrowding is endemic in most US hospitals, and untangling patient flow is a top priority for today's healthcare leaders. Smash the Bottleneck: Fixing Patient Flow for Better Care (and a Better Bottom Line) lays out a concrete methodology for getting to the root of patient-flow problems and addressing them—quickly. The book highlights a continuous improvement methodology known as the Theory of Constraints (TOC), which emphasizes identifying, optimizing, and breaking down bottlenecks to improve overall system performance. Introduced in Eliyahu M. Goldratt's seminal business book The Goal, this method and its concepts have since been adopted by Fortune 500 companies worldwide. Uniquely, the authors tie TOC to healthcare delivery from a practitioner's point of view. They provide numerous examples of common health system bottlenecks to illustrate how the methodology can be applied in readers' own organizations. The book also showcases precisely how TOC can help: decrease length of stay in inpatient units; coordinate resources and break down organizational silos; reduce overcrowding and increase throughput in emergency departments; and shorten wait times in primary and specialty care clinics, imaging centers, and surgery centers. Poor patient flow has grave implications for quality of care, patient satisfaction, provider well-being, and an organization's bottom line. Discover the practical knowledge and tools that you can use to break bottlenecks and enact meaningful, lasting change.
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Smash the Bottleneck: Fixing Patient Flow for Better Care (and a Better Bottom Line)

Smash the Bottleneck: Fixing Patient Flow for Better Care (and a Better Bottom Line)

Smash the Bottleneck: Fixing Patient Flow for Better Care (and a Better Bottom Line)
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Smash the Bottleneck: Fixing Patient Flow for Better Care (and a Better Bottom Line)

Smash the Bottleneck: Fixing Patient Flow for Better Care (and a Better Bottom Line)

Overview

Overcrowding is endemic in most US hospitals, and untangling patient flow is a top priority for today's healthcare leaders. Smash the Bottleneck: Fixing Patient Flow for Better Care (and a Better Bottom Line) lays out a concrete methodology for getting to the root of patient-flow problems and addressing them—quickly. The book highlights a continuous improvement methodology known as the Theory of Constraints (TOC), which emphasizes identifying, optimizing, and breaking down bottlenecks to improve overall system performance. Introduced in Eliyahu M. Goldratt's seminal business book The Goal, this method and its concepts have since been adopted by Fortune 500 companies worldwide. Uniquely, the authors tie TOC to healthcare delivery from a practitioner's point of view. They provide numerous examples of common health system bottlenecks to illustrate how the methodology can be applied in readers' own organizations. The book also showcases precisely how TOC can help: decrease length of stay in inpatient units; coordinate resources and break down organizational silos; reduce overcrowding and increase throughput in emergency departments; and shorten wait times in primary and specialty care clinics, imaging centers, and surgery centers. Poor patient flow has grave implications for quality of care, patient satisfaction, provider well-being, and an organization's bottom line. Discover the practical knowledge and tools that you can use to break bottlenecks and enact meaningful, lasting change.

Product Details

ISBN-13: 9781640551541
Publisher: Executive Series
Publication date: 04/30/2020
Series: Executive Series , #2
Sold by: Bookwire
Format: eBook
Pages: 180
File size: 9 MB

About the Author

Danilo Sirias, PhD, is currently a professor in the Department of Management and Marketing at Saginaw Valley State University. Christopher Strear, MD, FACEP, is currently the director of patient flow, as well as director of revenue cycle management, for Northwest Acute Care Specialists and is an attending emergency physician at a Level 1 trauma center in Portland, Oregon. 

Table of Contents

Part I Smashing the Bottleneck: Moving Patients Through the Hospital Chapter 1 Understanding the Fundamentals of the Theory of Constraints Chapter 2 The First Focusing Step: Identify the Bottleneck Chapter 3 The Second Focusing Step: Exploit the Bottleneck Chapter 4 The Third Focusing Step: Subordinate Everything to the Bottleneck Chapter 5 The Fourth Focusing Step: Elevate the Bottleneck Chapter 6 The Fifth Focusing Step: If the Bottleneck Has Been Broken, Go Back to Step One Part II Moving Beyond the Bottleneck: Constraint Management in the Emergency Department and Inpatient Units Chapter 7 Understanding a Constraint Chapter 8 More Arrows in the Quiver: Additional Concepts in the Theory of Constraints Chapter 9 Using Constraint Management to Improve Emergency Department Flow Chapter 10 Using Buffer Management to Facilitate Inpatient Unit Flow Part III Outpatient Flow: Office Practices, Clinics, and Urgent Care Centers Chapter 11 Understanding the Outpatient Setting Chapter 12 Phase 1: Gaining Momentum Chapter 13 Phase 2: Stabilizing the System Chapter 14 Phase 3: Designing a Continuous Improvement Process
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