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Noviembre 28, 2005

Managing Hospital Operations

Si alguien me pregunta el curso al que sueño con asistir es el de "Managing Hospital Operations" que ofrece el Institute for Healthcare Improvement (IHI), a partir de enero de 2006. Más información aquí.

El subtítulo del programa me apasiona: "Using the Science of Management to Ensure Continuity, Maximize Capacity and Improve Quality of Care"

Y la frase de Donald Berwick, President and CEO, Institute for Healthcare Improvement:
We have to bring the science of management back into health care.”

Simplemente maravillosa...

El programa que ha creado Eugene Litvak, PhD, (one of the nation's leading thinkers on hospital operations redesign), creo que tendría que ser obligatorio en todos los cursos y masters que proliferan en nuestro territorio. Porque prolifera, pero por su ausencia...

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El programa:

The curriculum covers the theory behind operational strategies as well as their application, as seen through a collection of case studies. The program covers such topics as:

* Production process: Learn what “production” means in health care, and how it relates to patient flow, marketing, human resource management, and revenue.

* Process analysis and design: Employ analytical tools to understand process.

* Productivity analysis: Learn to define and quantify productivity.

* Quality standards: Develop and implement standards effectively.

* Project management: Manage people, projects, and processes.

* Operational tools: Gain knowledge of tools such as critical path analysis, inventory location, and queuing theory to smooth operations and reduce variability.

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Resumen del programa:

When the Health Care "Car” Doesn't Work: The Role of Operations Management

From bottlenecks to backlog, hospitals everywhere face the same business challenges. These problems exhaust resources, hinder improvement, and compromise customer satisfaction. But unlike other industries such as transportation, banking and food services, many health care leaders have failed to capitalize on one powerful, fundamental notion: smarter management is not costly management.

Operating systems have a huge impact on work climate, staffing, financial results, etc., and yet we are trying to change our health care delivery system without changing its core operations. We are trying to achieve the results we want just by changing the reimbursement system, by asking different parties to collaborate, etc.

Imagine, for example, that the Ford Motor Company found that their cars could not compete in the market. They probably would do something about the engine, transmission, product lines, etc., whatever they could do with their cars in order to compete with other manufacturers. In contrast, when our health care 'car' does not work, we try to throw more money at the system and demand additional resources.

The cost of health care delivery is inflated because we do not appropriately apply operations management methodologies. And yet we limit the price, so the quality of care is being negatively impacted. Somehow we manage to have both — waste and unsatisfactory quality of care. As long as our total cost, which is clinical cost plus delivery cost, is being limited, and as long as we do not actively employ operations management methods, we will experience this unfortunate scenario.

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At the end of the program, participants will learn how to apply theory to practice in order to:

* Improve quality of care and reduce medical errors
* Better utilize existing beds
* Increase patient throughput and volume of medical and surgical patients
* Reduce bottlenecks and waiting times in the ED and ICU
* Reduce staff overtime and increase staff satisfaction
* Improve the financial performance of the hospital


Jorge Fernández | Comentarios (0) | Categoría: Cambiando las conversaciones
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