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Hospital Operations: Principles of High Efficiency Health Care

Book Description

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.

Table of Contents

  1. Title Page
  2. Copyright Page
  3. Dedication Page
  4. Contents
  5. Acknowledgments
  6. About the Authors
  7. 1. Introduction to Hospital Operations
    1. 1.1. Stakeholders’ Perspectives
    2. 1.2. A Metaphor for Hospital Operations
    3. 1.3. Health Care in Crisis
    4. 1.4. A Focus on Practice
    5. 1.5. The Time Is Now; The Tools Are Known
    6. 1.6. Principles-Driven Management: Marrying Theory and Practice
    7. 1.7. The Structure of This Book
    8. 1.8. References
  8. 2. Emergency Department
    1. 2.1. Stakeholders’ Perspectives
    2. 2.2. Introduction to the ED
    3. 2.3. Managing the ED
    4. 2.4. Key Management Issues in the ED
    5. 2.5. Conclusions
    6. 2.6. Stakeholders’ Perspectives
    7. 2.7. References
  9. 3. Nursing Units
    1. 3.1. Stakeholders’ Perspectives
    2. 3.2. Introduction to Nursing Units
    3. 3.3. Managing a Nursing Unit
    4. 3.4. Key Management Issues in a Nursing Unit
    5. 3.5. Conclusions
    6. 3.6. Stakeholders’ Perspectives
    7. 3.7. References
  10. 4. Operating Rooms
    1. 4.1. Stakeholders’ Perspectives
    2. 4.2. Introduction to the OR
    3. 4.3. Managing the OR Suite
    4. 4.4. Key Management Issues in the OR
    5. 4.5. Conclusions
    6. 4.6. Stakeholders’ Perspectives
    7. 4.7. References
  11. 5. Diagnostic Services
    1. 5.1. Stakeholders’ Perspectives
    2. 5.2. Introduction to the Diagnostic Units
    3. 5.3. Managing a Diagnostic Unit
    4. 5.4. Key Management Issues in the Diagnostic Units
    5. 5.5. Conclusions
    6. 5.6. Stakeholders’ Perspectives
    7. 5.7. References
  12. 6. Hospital of the Future
    1. 6.1. Stakeholders’ Perspectives
    2. 6.2. Product and Process Integration
    3. 6.3. Looking to the Future
    4. 6.4. Management Challenges
    5. 6.5. Final Message
    6. 6.6. References
  13. A. Management Principles
    1. A.1. Introduction
    2. A.2. Management Principles
    3. A.3. Performance Metrics
    4. A.4. Improvement Policies
    5. A.5. References
  14. B. Historical Justification for and Development of Standard Bed/Population Ratios
    1. B.1. Hill-Burton Act of 1946
    2. B.2. The Emergence of Central Planning Initiatives
    3. B.3. National Health Planning Goals
    4. B.4. References
  15. Index
  16. Footnotes
    1. Chapter 1
    2. Chapter 2
    3. Chapter 3
    4. Chapter 5
    5. Chapter 6
    6. Appendix A
  17. Financial Times Press