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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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- Sales Rank: #206766 in Books
- Brand: Brand: FT Press
- Published on: 2012-11-09
- Ingredients: Example Ingredients
- Original language: English
- Number of items: 1
- Dimensions: 9.33" h x 1.52" w x 7.37" l, 2.56 pounds
- Binding: Hardcover
- 649 pages
Features
- Used Book in Good Condition
From the Back Cover
Advanced Operations Management Solutions for Improving All Facets of Hospital Performance: Operational, Clinical, Financial, and Organizational
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• Provides a concise summary of basic management principles, framed in hospital terms
• Describes a practical approach to leveraging management principles to improve hospital practices
• Provides a structured framework for addressing the most pressing challenges facing hospitals now and in the future
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By one estimate, the United States 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 annually due to preventable medical errors— and that doesn’t even count non-terminal events such as hospital-acquired infections.
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In Hospital Operations, two leading Operations Management experts and five practicing clinicians demonstrate how to apply new OM advances and metrics to substantially improve any hospital’s performance. Replete with examples, Hospital Operations shows how to generate principles-driven breakthrough ideas to systematically improve emergency departments, operating rooms, nursing units, and diagnostic units. The authors conclude by previewing the “Hospital of the Future,” addressing issues ranging from prevention and self-care to emerging technologies and the growing maturity of evidence-based medicine.
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This unique resource will be indispensable to all healthcare operations managers/executives and related healthcare professionals. Students in hospital management courses will also find sufficient history and institutional knowledge to take full advantage of it without prior knowledge of health care systems.
Most health care debates center on the best political and economic structure to promote health and health care. Whether they advocate a centralized, single-payer system, a decentralized market-based system, or anything in between, such debates tend to abstract away from actual hands on medical practice—a dangerous oversimplification. All the value in any conceivable system is only realized in the actual delivery, when hands touch patients. Everything else is prelude.
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Hospital Operations focuses exclusively on the health care delivery process to generate insights and tools for improving hospital performance regardless of the political or economic environment. Specifically this book helps hospital administrators and clinicians to:
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• Reduce ED over crowding
• Improve patient safety
• Enhance OR scheduling
• Strengthen organizational learning
• Improve bed availability
• Optimize nurse schedules
• Create seamless patient handoffs
• Reduce lab turnaround time and errors
• Improve imaging responsiveness
• Improve cost efficiency
• Sharpen strategic focus and prepare their hospitals for the increasingly competitive health care market of the future�
About 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.
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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.
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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.
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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.
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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.
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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.
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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.
Most helpful customer reviews
7 of 7 people found the following review helpful.
Approaches things from the management angle
By Gavin Scott
If the subject is of interest, then you'll probably want this book just because there are a limited number of titles that address this area.
I was disappointed that the authors seemed to lack any connection to the actual health care providers involved, and mostly they seemed fairly clueless about the issues that would affect for example the nursing staff. Their brief discussion of the state of the nursing profession and its issues seemed woefully out of date.
G.
4 of 4 people found the following review helpful.
An actually readable book on Hospital Operations
By Amazon Customer
I can't praise this book enough. I've been in the medical field 30 years. Most books on the subject of healthcare are long, boring, and impossible to slog through (in my experience). Many are excessively academic or political diatribes written for the masses. This book is the opposite of all of that.
"Hospital Operations" has found the right blend of statistics, science, pictures and well written prose. The breath of subjects is amazing (while constrained as well because no book can be long enough). This book won't make you an expert but you will have a solid grasp of all hospital functions. It gives excellent information on the state of healthcare, reforms, and how we can contribute as managers, consumers, and medical workers to make the system better and more efficient.
Readable, Usable and Thorough are the best words to describe this book. Something said for few advance management books, let alone healthcare books.
"Hospital Operations" deals with things as they are - not some theoretical "how the system should be" book. It gives the perspectives of the various stakeholders in care delivery - from the clinicians to patients. The book then highlights the history, resources, and issues of each topic. Then the author gives solid experience based management suggestions and best practices. References are extensive so that an area can be studied further for your particular discipline. The book includes stories, anecdotes and overall makes for both an informative and entertaining read. Wow, never thought I would ever use the word entertaining for a operations manual.
The charts and illustrations are very useful. The Appendixes - Management Principles and Historical Justification of Bed/Population Ratios - while a bit dryer than the text are outstanding resources.
Anyone considering a career in medicine should read this book. Anyone who wants to improve our existing medical system - including every politician - should read this book.
4 of 4 people found the following review helpful.
Cost saving improvements for fixing systems not employees~
By Christopher Barrett
It seems the healthcare industry has one answer for financial problems: layoffs. This is sad because it's usually a breakdown in the system that causes loss of profits and even patients' deaths. This technical manual is very specific but geared well towards managers in a variety of healthcare professions. Most notably office managers of physician owners of small to medium size clinics, office, and hospitals will benefit. Even higher up employees in larger health care chains should at least examine some of the material this text offers. Especially since many hospital systems are mired in paper and obsolete operations software. Did you ever wonder why it takes days or even weeks to get test results or even medical records transferred? Communication breakdown and overload.
This text contains information invaluable to health care service managers. From the OR to the ER, this book has beneficial information. The cost saving functions involved include newer computer systems to manage patient traffic and facilitate smooth transfer of records, test results, and other items. This can save lives and reduce malpractice suits (Whoa! We should NOT have administered drug A to this unconscious patient who is obviously allergic!).
But the most useful information and the assistance which would require less up front cost involve plans for scheduling and trimming excess costs from budgets.
It is very thorough, and will undoubtedly save money for those who read and implement the procedures recommended in this text. If you are looking to save money on the bottom line for your clinic or ER, or an incoming health care professional or manager, then this is for you.
See all 13 customer reviews...
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