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Lean six sigma for hospitals : simple steps to fast, affordable, flawless healthcare / Jay Arthur

By: Arthur, Jay, 1951-.
New York : McGraw-Hill, c2011Description: xx, 348 pages : illustrations ; 23 cm.Content type: text Media type: unmediated Carrier type: volumeISBN: 9781259641084.Subject(s): Hospitals -- Administration | Organizational effectiveness | Medical care -- Quality control | Total quality managementGenre/Form: Print books.
Contents:
Machine generated contents note: Ch 1: Faster, Better, Cheaper Healthcare in 5 Days Why Now? $950 Billion in preventable medical costs will pay for healthcare reform. Pioneers: Virginia Mason, Cleveland Clinic, Mayo Clinic; The Universal Improvement MethodFocus * Improve * Sustain * Honor Ch 2: Faster Hospital in 5 Days A Faster ER, OR, Lab, Radiology, Nursing Unit in Five Days using Lean: Economies of Speed / The 7 Speed Bumps of Lean / The 5 S's; Common Measures of Flow * Lean Tools * Spaghetti Diagrams * Value Stream Mapping Ch 3: A Faster ER in 5 Days Patient turnaround in 1/6th the time Ch 4: A Faster Lab in 5 Days Case Study: Reducing Turnaround Times by a third in five days. Ch 5: Faster Medical Imaging in 5 DaysCh 6 -- A Faster OR in 5 Days Ch 7 -- Faster Bed ManagementChanging the Paradigm Ch 8: Faster Nursing Unit in 5 Days Walking is Waste Ch 9: Better Hospital in 5 DaysReducing defects and mistakes in the ER, OR, Imaging, Nursing Unit C10: A Cheaper, More Profitable Hospital in Five DaysReducing operational defects and lost revenue; Case study: Reducing denied claims by $400,000/month in five days. Ch 11 Is There an Improvement Project Lurking in Your Data? Data Mining with Excel/ Using the QI Macros To Analyze Your Data Ch 12 -- Key Quality MeasuresJoint Commission -- Core Measures*Heart Failure * Surgical Infections * Nursing Quality; Patient Satisfaction * Pain Control Etc. ; Financial and Operational Measures Ch 13 -- Sustaining Improvement Process Flowchart / Control Charts for Sustaining the Improvement Stabilize your process * Reduce Variation Choosing a Control Chart Ch 14 -- Laser-Focused Process InnovationFocusing the Improvement Effort/ Voice of the Customer / Speak Your Customer's Language / Critical to Quality Indicators (CTQs) SIPOC * A Balanced Scorecard? Ch 15 Making Lean Six Sigma Work Formal Network vs Informal Network Linear vs Circular Causes / Use SWAT Teams / Risk Free Way to Implement LSS / Can LSS Kill Your Company? / Conflicting Goals / Honor Your Progress / Lean Six Sigma Roles Free Resources (Download)Lean Simplified Quick Reference Card * SS Simplified Reference Card * SPC Quick Reference Card * LSS Action Plan * QI Macros 90-day Trial for Excel * E-books
Summary: "Lean Six Sigma for Hospitals explains how to use tested LSS methods and tools to achieve the goals of better, faster, and cheaper healthcare. These strategies follow the patient from the front door of the hospital or emergency room all the way through discharge, examining key aspects of patient flow and quality and also follow the trail of billing and collections to discover major leaks in cash flow. The book emphasizes both the clinical and operational sides, so the 'three demons of healthcare': delay, defects, and deviation, can be reduced"--Provided by publisher
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Includes bibliographical references and index

Machine generated contents note: Ch 1: Faster, Better, Cheaper Healthcare in 5 Days Why Now? $950 Billion in preventable medical costs will pay for healthcare reform. Pioneers: Virginia Mason, Cleveland Clinic, Mayo Clinic; The Universal Improvement MethodFocus * Improve * Sustain * Honor Ch 2: Faster Hospital in 5 Days A Faster ER, OR, Lab, Radiology, Nursing Unit in Five Days using Lean: Economies of Speed / The 7 Speed Bumps of Lean / The 5 S's; Common Measures of Flow * Lean Tools * Spaghetti Diagrams * Value Stream Mapping Ch 3: A Faster ER in 5 Days Patient turnaround in 1/6th the time Ch 4: A Faster Lab in 5 Days Case Study: Reducing Turnaround Times by a third in five days. Ch 5: Faster Medical Imaging in 5 DaysCh 6 -- A Faster OR in 5 Days Ch 7 -- Faster Bed ManagementChanging the Paradigm Ch 8: Faster Nursing Unit in 5 Days Walking is Waste Ch 9: Better Hospital in 5 DaysReducing defects and mistakes in the ER, OR, Imaging, Nursing Unit C10: A Cheaper, More Profitable Hospital in Five DaysReducing operational defects and lost revenue; Case study: Reducing denied claims by $400,000/month in five days. Ch 11 Is There an Improvement Project Lurking in Your Data? Data Mining with Excel/ Using the QI Macros To Analyze Your Data Ch 12 -- Key Quality MeasuresJoint Commission -- Core Measures*Heart Failure * Surgical Infections * Nursing Quality; Patient Satisfaction * Pain Control Etc. ; Financial and Operational Measures Ch 13 -- Sustaining Improvement Process Flowchart / Control Charts for Sustaining the Improvement Stabilize your process * Reduce Variation Choosing a Control Chart Ch 14 -- Laser-Focused Process InnovationFocusing the Improvement Effort/ Voice of the Customer / Speak Your Customer's Language / Critical to Quality Indicators (CTQs) SIPOC * A Balanced Scorecard? Ch 15 Making Lean Six Sigma Work Formal Network vs Informal Network Linear vs Circular Causes / Use SWAT Teams / Risk Free Way to Implement LSS / Can LSS Kill Your Company? / Conflicting Goals / Honor Your Progress / Lean Six Sigma Roles Free Resources (Download)Lean Simplified Quick Reference Card * SS Simplified Reference Card * SPC Quick Reference Card * LSS Action Plan * QI Macros 90-day Trial for Excel * E-books

"Lean Six Sigma for Hospitals explains how to use tested LSS methods and tools to achieve the goals of better, faster, and cheaper healthcare. These strategies follow the patient from the front door of the hospital or emergency room all the way through discharge, examining key aspects of patient flow and quality and also follow the trail of billing and collections to discover major leaks in cash flow. The book emphasizes both the clinical and operational sides, so the 'three demons of healthcare': delay, defects, and deviation, can be reduced"--Provided by publisher

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