Managing Improvement In Healthcare

Reflecting the challenges and opportunities of achieving improvement in healthcare systems, the contributions of this innovative new text lend depth and nuance to an increasing area of academic debate. Encompassing context, processes and agency, Managing Improvements in Healthcare addresses the task of attaining, embedding and sustaining improvement in the industry. The book begins by offering insight into the different valued aspects of quality, providing specific examples of national and organizational interventions in pursuit of improvement. The second part focuses on strategies for embedding good practice and ensuring the spread of high quality through knowledge mobilization, and the final part draws attention to the different groups of change agents involved in delivering, co-creating and benefitting from quality improvement. This inventive text will be insightful to those researchers interested in healthcare and organization, looking to transform theory into policy and practice.

An exploration of the theoretical and philosophical background of performance development, this edited collection focuses sharply on the practical aspects associated with it within the healthcare sector.

This book provides a set of detailed instructions to help you construct your departmental, divisional, or organizational functional tree structure (FTS) and work towards world-class service. Preparing for Continuous Quality Improvement for Healthcare: Sustainability through Functional Tree Structures outlines a method that will enable your organization to set a stable base for future improvements that are sustainable and create breakthrough improvements in service, quality, and costs. More importantly, the FTS method outlined in the book will provide you with the tools to build processes tailored to your customers’ specifications and standards. It will enable you to improve your department, division, and entire organization and edge ahead of your competition. The book explains why organizations steeped in process improvement need to re-evaluate and re-establish their procedures—especially if initial outcomes have not met expectations. Illustrating key concepts with examples, case studies, and flow charts, it provides you with a clear understanding of organizational functional structure and how to document current organizational and departmental functional tree structures. Describing how to identify a department's functional deficits, shortcomings, and waste, it explains how to select the best course of action for your organization. After reading this book, you will be able to create a pictorial representation of your organization's current functional structure and select the best course of action for achieving sustainable advancements in service, quality, and costs. The book will help to convert your managers from a people-management mentality to one of process management—transforming leaders to educators and not guards.

Healthcare Organizations offer significant opportunities for change and improvement in their overall performance. Hospitals and clinics are generally large, complex, and inefficient, and need serious development in process workflow and management systems, which will ultimately lead to better patient and financial outcomes. The National Academy of Medicine has stated that hospital systems are broken, and that they must begin by "... improving hospital efficiency and patient flow, and using operational management methods and information technologies." In fact, costs and quality are two of the important aspects of the "triple aim" in healthcare. One area that offers significant potential for improvement is through the application of performance improvement methods to patient and process flows. Performance improvement has a significant impact on a hospital’s over financial and strategic performance. Performance improvement involves the deployment of quantitative and scientific methods to model and influence the functioning of organizations. Performance improvement professionals are tasked with managing a variety of activities, such as deploying new information technologies, serving as project managers for construction events, re-engineering departmental process workflow, eliminating bottlenecks, and improving the flow and movement of patients between resource-intensive clinical areas. All of these are high risk, and require use of advanced, sophisticated methods to improve efficiency and quality, while minimizing disruptions from change. This updated edition is a comprehensive and concise guide to performance improvement in healthcare. It describes the management engineering principles focused on designing optimal management and information systems and processes. Case studies and examples are integrated throughout all chapters.

According to Transforming Health Care Scheduling and Access, long waits for treatment are a function of the disjointed manner in which most health systems have evolved to accommodate the needs and the desires of doctors and administrators, rather than those of patients. The result is a health care system that deploys its most valuable resource--highly trained personnel--inefficiently, leading to an unnecessary imbalance between the demand for appointments and the supply of open appointments. This study makes the case that by using the techniques of systems engineering, new approaches to management, and increased patient and family involvement, the current health care system can move forward to one with greater focus on the preferences of patients to provide convenient, efficient, and excellent health care without the need for costly investment. Transforming Health Care Scheduling and Access identifies best practices for making significant improvements in access and system-level change. This report makes recommendations for principles and practices to improve access by promoting efficient scheduling. This study will be a valuable resource for practitioners to progress toward a more patient-focused "How can we help you today?" culture.

Designed for department directors, physician chiefs, product and service line managers, improvement team leaders and facilitators, administrators, and trainers, this book is a practical guide to managing for continuous improvement in clinical and service processes. Part I lays out the concept of continuous quality improvement, the customer-driven management model and an exploration of the manager's role in quality improvement. Part II explores customer-driven management and process improvement--two models that build data-driven self-correction into daily management routines. Part III presents an in-depth discussion of the most useful and user-friendly tools of process improvement--tools that make processes, root causes of problems, decisions and plans visible and therefore easy discuss and reengineer. Part IV addresses typical concerns managers identify in their pursuit of quality improvement.

This textbook has been created to support the journey from emerging registered healthcare professional through to becoming a competent frontline care setting manager. It considers the seminal theories and research into leadership and management and places them firmly into the healthcare context providing the reader with thorough and robust guidance in the application of the knowledge base in the subject area. Key features: Integration of theory and practice using Action Points and case studies throughout Includes perspectives from a wide range of healthcare settings and professional groups Each chapter includes ′Guidance on good practice′ showing what high-quality care and effective change looks like Written by a vastly experienced author, practitioner and educator, this latest book from Neil Gopee is essential reading for nursing, health and social care students taking modules on leadership, management and transition to practice in their final year. It is also ideal for newly qualified professionals or those moving into band 5 or 6 roles with managerial responsibilities.

Total Quality Management in Healthcare: Implementation Strategies for Optimum Results goes beyond the generic "recipe" for implementing quality. It addresses key principles as they relate to issues in your field and offers a holistic approach to incorporating TQM in a wide variety of healthcare environments. This groundbreaking book answers many of the questions healthcare managers have about TQM, including: What is quality in healthcare? How does ISO 9000 relate to my field? Can strategic planning be part of our quality initiative, and if so - how? Why is the cost of quality important in healthcare? What are the issues and concerns in the implementation phase of TQM? What is "breakthrough", and how does it relate to healthcare? Why bother with needs assessment? If you're ready to introduce quality principles into your organization, but aren't sure where to begin, this book was written especially for you. Total Quality Management in Healthcare covers each principle and offers specific strategies for implementation that produce results. Best of all, no previous background or knowledge of quality is needed for you to use this book as an implementation tool.