000			04091cam a2200385 i 4500
001			692015350
003			US-DLC
005			20161031122307.0
008			101201s2011 nyua b 001 0 eng
010			_a2010050751
020			_a9781259641084 _c(paperback : alkaline paper)
020			_z0071753257 _c(paperback : alkaline paper)
035			_a(OCoLC)692015350 _z(OCoLC)659764100
040			_aDNLM/DLC _erda _cDLC _dYDX _dBTCTA _dYDXCP _dNLM _dBWX _dCDX _dOHH
042			_apcc
050	0	0	_aRA971 _b.A825 2016
100	1		_aArthur, Jay, _d1951-
245	1	0	_aLean six sigma for hospitals : _bsimple steps to fast, affordable, flawless healthcare / _cJay Arthur
260			_aNew York : _bMcGraw-Hill, _cc2011
300			_axx, 348 pages : _billustrations ; _c23 cm
336			_atext _2rdacontent
337			_aunmediated _2rdamedia
338			_avolume _2rdacarrier
504			_aIncludes bibliographical references and index
505	8		_aMachine 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
520			_a"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
650		0	_aHospitals _xAdministration
650		0	_aOrganizational effectiveness
650		0	_aMedical care _xQuality control
650		0	_aTotal quality management
655		0	_2local _94 _aPrint books.
942			_2lcc _cBOOKS
049			_aAlfaisal Main Library
264			_aNew York : _bMcGraw-Hill, _cc2011
999			_c312273 _d312273