This thoroughly revised and updated second edition of Operations Management in Healthcare: Strategy and Practice describes how healthcare organizations can cultivate a competitive lead by developing superior operations using a strategic perspective. In clearly demonstrating the "how-tos" of effectively managing a healthcare organization, this new edition also addresses the "why" of providing quality and value-based care. Comprehensive and practice-oriented, chapters illustrate how to excel in the four competitive priorities - quality, cost, delivery, and flexibility - in order to build a cumulative model of healthcare operations in which all concepts and tools fit together. This textbook encourages a hands-on approach and integrates mind maps to connect concepts, icons for quick reference, dashboards for measurement and tracking of progress, and newly updated end-of-chapter problems and assignments to reinforce creative and critical thinking.Written with the diverse learning needs in mind for programs in health administration, public health, business administration, public administration, and nursing, the textbook equips students with essential high-level problem-solving and process improvement skills. The book reveals concepts and tools through a series of short vignettes of a fictitious healthcare organization as it embarks on its journey to becoming a highly reliable organization. This second edition also includes a strong emphasis on the patient's perspective as well as expanded and added coverage of Lean Six Sigma, value-based payment models, vertical integration, mergers and acquisitions, artificial intelligence, population health, and more to reflect evolving innovations in the healthcare environment across the United States. Complete with a full and updated suite of Instructor Resources, including Instructor's Manual, PowerPoints, and test bank in addition to data sets, tutorial videos, and Excel templates for students. Key Features: Demonstrates the "how-tos" of effectively managing a healthcare organization Sharpens problem-solving and process improvement skills through use of an extensive toolkit developed throughout the text Prepares students for Lean Six Sigma certification with expanded coverage of concepts, tools, and analytics Highlights new trends in healthcare management with coverage of value-based payments, mergers and acquisitions, population health, telehealth, and more Intertwines concepts with vivid vignettes to describe human dynamics, organizational challenges, and applications of tools Employs boxed features and YouTube videos to address frequently asked questions and real-world instances of operations in practice Purchase includes digital access for use on most mobile devices or computers, as well as full suite of instructor and student resources
Corinne M. Karuppan, PhD, CPIM, is Professor Emerita of Operations Management at Missouri State University. She continues to teach Quality Measurement and Management in Healthcare in the MHA program and remains engaged in various OM-related activities. For over 25 years, she taught Business Process Management and Management Science. Her work has been published in Journal of Operations Management, Production and Operations Management, International Journal of Operations and Production Management, European Journal of Information Systems, Journal of Healthcare Management, The Health Care Manager, and Journal of Communication in Healthcare. Corinne is currently one of the area editors of Operations Management Research. She holds a PhD in Business Administration from the University of Nebraska-Lincoln and is certified in Production and Inventory Management by the Association for Operations Management (APICS). Nancy E. Dunlap, MD, PhD, MBA, is Professor Emerita of Medicine at the University of Alabama at Birmingham (UAB). She practiced medicine in the field of pulmonary critical care for over 25 years and held executive positions in two academic medical centers, most recently as Dean of the School of Medicine at the University of Virginia. She served as Vice President for Ambulatory Services of the UAB Health System and Chief Operating Officer of the Kirklin Clinic, the faculty practice site for UAB. Nancy participated in the Robert Wood Johnson Foundation Health Fellowship Program and served as Physician-in-Residence at the Center for Best Practices at the National Governor's Association in Washington, D.C. Throughout her career, she has worked to improve healthcare quality and outcomes through more efficient patient care delivery processes and information technology. Nancy holds an MD from Duke University School of Medicine, a PhD in microbiology from the University of Alabama at Birmingham, and an MBA from the University of Michigan. Michael R. Waldrum, MD, MSc, MBA, currently serves as chief executive officer of Vidant Health, a nine hospital integrated delivery system affiliated with East Carolina University in Greenville, North Carolina. Prior to his current role, Dr. Waldrum served as the president and CEO of the University of Arizona Health Network (UAHN). He also served as CEO of the University of Alabama Hospital in Birmingham (UAB) and as the chief information officer of the UAB Health System. Dr. Waldrum received his medical degree at UAB, completed his internal medicine residency at the Mayo Clinic and his pulmonary and critical care training at UAB. He received a master's degree in epidemiology from Harvard School of Public Health and an MBA from the University of Michigan.
Foreword by Will Ferniany Preface PART I. GETTING ORGANIZED FOR VALUE-BASED HEALTHCARE DELIVERY Chapter 1. Healthcare: Past, Present, and Future Chapter 2. Strategy Appendix 2.1 Productivity Chapter 3. Forecasting Demand Appendix 3.1 Time Series and Regression with Excel Chapter 4. Project Management PART II. COMPETING ON QUALITY Chapter 5. Quality Management Appendix 5.1 Basic Concepts of Questionnaire Design Chapter 6. Statistical Process Control Appendix 6.1 Factors for Control Charts Appendix 6.2 Developing a Control Chart in Excel Appendix 6.3 Sampling Chapter 7. Lean Six Sigma Appendix 7.1 Gage R&R PART III. COMPETING ON DELIVERY Chapter 8. Process Analysis and Design Chapter 9. Capacity and Demand Appendix 9.1 Queuing Simulation with Excel Chapter 10. Scheduling Staff, Patients, and Jobs Appendix 10.1 Excel Formulas and Solver Dialog Boxes for Staff Scheduling Example PART IV. COMPETING ON COST Chapter 11. Supply Chain Management Chapter 12. Cost: Basic Concepts PART X. COMPETING ON FLEXIBILITY Chapter 13. Anticipating and Adapting to Change Chapter 14. Health IT: An Enabler of Flexibility PART VI. CONNECTING THE CONCEPTS AND REAPING THE REWARDS Chapter 15. Accreditation, Awards, and the Highly Reliable Organization Appendix 15.1 Tool Kit Appendix A. Standard Normal Distribution Table
