Health Care Operations Management: A Quantitative Approach to Business and LogisticsHospitals are large and complex organizations, yet they function largely without sophistication and technology inherent in other large businesses. In a time when well over half of all hospitals report negative operating margins, driving down costs through logistics and the supply chain is one of the most important yet overlooked areas for cost improvements. Hospitals and other healthcare systems spend more time and money on their supply chain than on physicians and doctors salaries combined. This is one of the first books to focus on the core business support services typically called “logistics” in healthcare. These include: Hospital materials management and the clinical supply chain Laundry and linen management eCommerce and technology in hospital logistics Accounting for medical supplies and inventories Inventory management Healthcare vendor collaboration Demand and supply planning This is an ideal text for healthcare administrators and functional business managers responsible for purchasing, receiving, supplier management, business planning, accounting, and hospital administration as well as for students of hospital business services. |
Contents
Chapter | 1 |
The Need for Operations Management | 8 |
Learning from Other Industries | 15 |
Tables | 16 |
The Role of Technology | 21 |
References | 27 |
Healthcare Finance for the Operations Manager | 45 |
Process Engineering and Optimization | 73 |
Discussion Questions | 238 |
Revenue Generation in Materials Management | 244 |
Cost Minimization Models | 251 |
Purchasing Internal Controls | 257 |
Inventory Management and Accounting | 275 |
Lower of Cost or Market | 285 |
Inventory Errors | 291 |
Limitations of Inventory Ratios | 297 |
Optimizing Patient and Process Flows | 95 |
Improving Flows with Tracking Systems | 118 |
Chapter Summary | 124 |
Project and Change Management | 149 |
Planning for Operational Excellence | 167 |
Return on Investment Models | 187 |
PART III | 209 |
Business Processes in the Supply Chain | 218 |
Strategy and Logistics Capabilities | 224 |
Evolution of Supply Chain Technology | 232 |
Inventory Management Expectations | 305 |
Data Hierarchies | 311 |
Supply Chain Collaboration | 331 |
Performance Metrics in CPFR | 340 |
Summary | 359 |
Major Teaching Hospitals | 372 |
Answers to Selected Chapter | 391 |
About the Author | 425 |
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Common terms and phrases
analysis analyze areas assets automation average bar code benchmarking bullwhip effect business processes calculated capacity capital Cardinal Health cash flow Chapter clinical collaborative common competitive CPFR cycle decisions defined demand detailed distributors drugs efficiency employees ensure enterprise resource planning example Figure focus focused forecasting Gantt chart health care Health System healthcare hospital's hospitals improve income statement industry inputs integrated inventory investment labor logistics manufacturers margins materials management measure ment metrics models multiple operations management optimization organization outcomes outputs overall Pareto chart patient payers performance period pharmaceuticals pharmacy phase physicians planning pricing procedures purchasing ratio reduce reimbursement replenishment requires revenue RFID role scorecard service levels service lines Six Sigma specific standard strategy supply chain management supply expense tion tracking trends typically UNSPSC usage utilization variability vendors Veterans Affairs Medical