Healthcare operations management /
By: McLaughlin, Daniel B
Title By: Olson, John R
Material type:![](/opac-tmpl/lib/famfamfam/BK.png)
Item type | Home library | Call number | Status | Date due | Barcode | Item holds |
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REGULAR | University of Wollongong in Dubai Main Collection | 362.1068 MC HE (Browse shelf) | Available | T0029253 |
, Shelving location: Main Collection Close shelf browser
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362.1068 KE AP Applying quality management in healthcare : | 362.1068 LE AD Leading strategic change in an era of healthcare transformation | 362.1068 LE AD Leading strategic change in an era of healthcare transformation | 362.1068 MC HE Healthcare operations management / | 362.1068 MC IM Implementing continuous quality improvement in health care : | 362.1068 MC IM Implementing continuous quality improvement in health care : | 362.1068 ME QU Quality management and managerialism in healthcare : |
Includes bibliographical references (p. 415-432) index.
This book focuses on operations management and the strategic implementation of programs, techniques, and tools for reducing costs and improving quality. It covers the basics of operations management and explains how operations and process improvement relate to contemporary healthcare trends such as evidence-based medicine and pay-for-performance. The book's practical approach includes real-world examples to illustrate concepts and explanations of software tools that solve operational problems. This second edition has been thoroughly revised to address current issues facing healthcare managers. Major revisions include extensive updates to the chapters on statistical tools, Six Sigma, and the Lean enterprise. The chapter on project management now includes information on agile, and the chapter on scheduling and capacity management has been substantially rewritten and expanded. A new chapter on improving financial performance with operations management has been added. Key features: *Emphasizes the importance of operations management in implementing the Affordable Care Act; *Aligns strategic and operational goals, including the use of project management tools and balanced-scorecard techniques to execute and monitor projects; *Thoroughly explores performance tools, techniques, and programs, including Six Sigma, the Lean enterprise, and simulation; *Applies process improvement tools to supply chain management, scheduling, and other healthcare issues; *Includes chapter overviews, a running glossary, discussion questions, and problems for each chapter.