TUM Library

Intro; Cover; Half Title; Title Page; Copyright Page; Contents; About the Author; Introduction; 1: The Healthcare Industry: Challenges and Opportunities; Healthcare Cost and Sustainability; The Aging Population in the United States; The Growing Trend of Retail Healthcare; Telemedicine and Virtual Healthcare; Population Health Management; Price Transparency in Healthcare; Behavioral Healthcare; Data Security; Healthcare Technology and Electronic Medical Records System; Data and Insights in Healthcare; Preventive Care; Empathy and Compassion.

Transition from Volume-Based Healthcare to Value-Based HealthcareQuestions for Discussion; References; 2:Determinants of Value: Patients' Perspective; Privacy, Confidentiality, and Security; Timeliness; Patient Safety; Care for the "Whole Person"; The Hassle Factor in Healthcare; Chief Complaint; Empathy, Sensitivity, and Compassion; Post-Discharge Follow-Up; Care Coordination; Attention to Detail (ATD); Availability of Information; True Cost and Value; Clinical Outcomes as a Measure of Value; Value Proposition: Health Outcomes Divided by Costs; The Patient Experience Value Manifesto.

Questions for DiscussionReferences; 3: The Patient Experience; Measuring Patient Experience: HCAHPS Surveys; Tactics and Strategies for Improving HCAHPS Scores; HCAHPS and Health Plans; Questions for Discussion; References; 4: Value Is in the Attention to Detail; Attentiveness-The Gold Standard; The Power of Details; Culture of Attention to Detail; Today's Culture of Distraction; Core Value Principles of ATD; Questions for Discussion; References; Additional Reading; 5: Data and Information; Why Collect Data?; Data Collection Methods; Observation; Focus Groups and Interviews.

Conducting Focus Groups: Group Composition and SizeSurveys; Documents and Records; Experiments; Stratifying Data; Data Variations; Types of Data; Attribute or Discrete Data; Variable or Continuous Data; Distinguishing Data Types; Summary; Questions for Discussion; References; 6: Lean Management System; The Lean Process; Lean Tools and Their Applications; Value Stream Mapping; What Is Value Stream Mapping?; Defining Waste; The Process; Poka-Yoke; Kaizen; Kaizen Events; Day 1-Current State Documentation; Day 2-Current State Evaluation; Day 3-Characterize the Future State.

Plan Its ImplementationDay 4-Implement the Future State; Day 5-Operationalize the Future State and Debrief; The Five S Method; Planning for 5S; The Steps for Implementing 5S Methodology; Benefits of 5S; SMED; Examples of SMED Healthcare Applications; Five Whys; Kanban; Steps for the Implementation of a Two-Bin Kanban System; Benefits of Kanban in Hospitals and Clinics; Standardized and Standard Work; The Process; Benefits of Standardized Work; Questions for Discussion; References; Additional Readings; 7: Six Sigma; Key Concepts of Six Sigma; Examples of Defects; Control Charts; Control Charts for Attribute Data.

Never before in the healthcare industry has there been such intense emphasis and open debate on the issue of quality. The steady rise in the cost of healthcare coupled with the need for quality have combined to put the healthcare industry at the top of the national agenda. Quality, costs, and service are not just socially provocative ideas. They are critical criteria for decision-making by patients, physicians, and many key constituents of healthcare organizations. The pursuit of improved performance has driven a host of executives and managers in search of techniques for structuring, rehabilitating, redesigning, and reengineering the organizations they serve. Unfortunately, the narrow-mindedness with which programs are implemented and the discontinuity in their application weaken the promise of success. The process of quality improvement can become an undisciplined search for illusions rather than reality. For many years, healthcare managers have embraced the narrow definition of performance solely in the context of financial success. Forward-thinking executives now realize that the road to financial success begins with success in quality and service. Quality and service are no longer separate issues - they are the same. Neither one by itself will bring about lasting success. The ultimate measure of performance is in an organization's ability to create value for its customers, and true performance must be measured in the context of the customers' total experience. This book is about how to manage performance in the context of value to the customer or patient. It brings together the many pieces of the performance improvement puzzle - quality, technology, costs, productivity, and customer service. The author also covers process improvement tools including Lean and Six Sigma, and how to create a culture of continuous improvement as well as how to improve the patient experience and productivity improvement strategies. The book is filled with examples, illustrations, and tools for improving key aspects of a healthcare organization's performance.

OCLC-licensed vendor bibliographic record.