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Definitive Guide to Emergency Department Operations : Employing Lean Principles
US $32.95
ApproximatelyRM 138.26
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Located in: Little Neck, New York, United States
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eBay item number:267115479748
Item specifics
- Condition
- ISBN
- 9781439808405
About this product
Product Identifiers
Publisher
Productivity Press
ISBN-10
1439808406
ISBN-13
9781439808405
eBay Product ID (ePID)
108229040
Product Key Features
Number of Pages
353 Pages
Publication Name
Definitive Guide to Emergency Department Operations : Employing Lean Principles with Current ED Best Practices to Create the "No Wait" Department
Language
English
Publication Year
2011
Subject
Administration, Health Care Delivery, Hospital Administration & Care, Emergency Management
Type
Textbook
Subject Area
Technology & Engineering, Medical
Format
Hardcover
Dimensions
Item Height
0.8 in
Item Weight
22.4 Oz
Item Length
10 in
Item Width
7 in
Additional Product Features
Intended Audience
College Audience
LCCN
2011-006881
Dewey Edition
22
TitleLeading
The
Reviews
… will open your eyes to cutting-edge concepts that drive ED operations… -Maureen Bisognano, President and CEO, Institute for Healthcare Improvement … for practical reasons there is value in translating TPS to the healthcare arena. Jody Crane and Chuck Noon do this well, providing meaty examples and a level of technical depth that go beyond other Lean healthcare books that I have seen. -Jeffrey K. Liker, Professor of Industrial and Operations Engineering, University of Michigan, Author of The Toyota Way … this book will help you and your leadership team create a culture where 'a community of scientists' continually improves and better serves patient, hospital, and societal needs- improving quality while simultaneously reducing cost. -Mark Graban, MS, MBA, Author of Lean Hospitals: Improving Quality, Patient Safety, and Employee Satisfaction, ... for practical reasons there is value in translating TPS to the healthcare arena. Jody Crane and Chuck Noon do this well, providing meaty examples and a level of technical depth that go beyond other Lean healthcare books that I have seen. --Jeffrey K. Liker, Professor of Industrial and Operations Engineering, University of Michigan, and Shingo Prize-Winning Author of The Toyota Way ... this book will help you and your leadership team create a culture where 'a community of scientists' continually improves and better serves patient, hospital, and societal needs-- improving quality while simultaneously reducing cost. --Mark Graban, MS, MBA, Shingo Prize-Winning Author of Lean Hospitals: Improving Quality, Patient Safety, and Employee Satisfaction ... will open your eyes to cutting-edge concepts that drive ED operations... --Maureen Bisognano, President and CEO, Institute for Healthcare Improvement, … for practical reasons there is value in translating TPS to the healthcare arena. Jody Crane and Chuck Noon do this well, providing meaty examples and a level of technical depth that go beyond other Lean healthcare books that I have seen. -Jeffrey K. Liker, Professor of Industrial and Operations Engineering, University of Michigan, and Shingo Prize-Winning Author of The Toyota Way … this book will help you and your leadership team create a culture where 'a community of scientists' continually improves and better serves patient, hospital, and societal needs- improving quality while simultaneously reducing cost. -Mark Graban, MS, MBA, Shingo Prize-Winning Author of Lean Hospitals: Improving Quality, Patient Safety, and Employee Satisfaction … will open your eyes to cutting-edge concepts that drive ED operations… -Maureen Bisognano, President and CEO, Institute for Healthcare Improvement, 'e¦ for practical reasons there is value in translating TPS to the healthcare arena. Jody Crane and Chuck Noon do this well, providing meaty examples and a level of technical depth that go beyond other Lean healthcare books that I have seen. 'e"Jeffrey K. Liker, Professor of Industrial and Operations Engineering, University of Michigan, and Shingo Prize-Winning Author of The Toyota Way 'e¦ this book will help you and your leadership team create a culture where 'e~a community of scientists'e(tm) continually improves and better serves patient, hospital, and societal needs'e" improving quality while simultaneously reducing cost. 'e"Mark Graban, MS, MBA, Shingo Prize-Winning Author of Lean Hospitals: Improving Quality, Patient Safety, and Employee Satisfaction 'e¦ will open your eyes to cutting-edge concepts that drive ED operations'e¦ 'e"Maureen Bisognano, President and CEO, Institute for Healthcare Improvement, e for practical reasons there is value in translating TPS to the healthcare arena. Jody Crane and Chuck Noon do this well, providing meaty examples and a level of technical depth that go beyond other Lean healthcare books that I have seen. e"Jeffrey K. Liker, Professor of Industrial and Operations Engineering, University of Michigan, and Shingo Prize-Winning Author of The Toyota Way e this book will help you and your leadership team create a culture where e~a community of scientistse(tm) continually improves and better serves patient, hospital, and societal needse" improving quality while simultaneously reducing cost. e"Mark Graban, MS, MBA, Shingo Prize-Winning Author of Lean Hospitals: Improving Quality, Patient Safety, and Employee Satisfaction e will open your eyes to cutting-edge concepts that drive ED operationse e"Maureen Bisognano, President and CEO, Institute for Healthcare Improvement, will open your eyes to cutting-edge concepts that drive ED operations "Maureen Bisognano, President and CEO, Institute for Healthcare Improvement for practical reasons there is value in translating TPS to the healthcare arena. Jody Crane and Chuck Noon do this well, providing meaty examples and a level of technical depth that go beyond other Lean healthcare books that I have seen. "Jeffrey K. Liker, Professor of Industrial and Operations Engineering, University of Michigan, Author of The Toyota Way this book will help you and your leadership team create a culture where a community of scientists " continually improves and better serves patient, hospital, and societal needs " improving quality while simultaneously reducing cost. "Mark Graban, MS, MBA, Author of Lean Hospitals: Improving Quality, Patient Safety, and Employee Satisfaction
Illustrated
Yes
Dewey Decimal
362.11068
Table Of Content
The Current State of Emergency Medicine and the Need for a New Operations Paradigm ED Overcrowding Danger Waiting Hospital-wide Flow US Healthcare System The Need for Change Part I: Academic Topics Critical to Understanding ED Operations Lean Healthcare Introduction and History of Lean Patient Value Service Families and Value Streams Value Stream Mapping MUDA Seeing waste from the patient¿s perspective 7 wastes Lean Tools Critical for ED Operations Workplace Organization/5S Visual Workplace Standard Work Mistake-proofing Inventory and Supply Management Flow in Healthcare Systems Flow in Healthcare Settings Queuing Theory Background The Simple Queue Arrival Rate Arrival Distribution Poisson Distribution Pattern Service Rate Service Distribution The Effect of Variation in Healthcare The Effect of Server Utilization in Service Industries with Diverse Variation Patterns Achieving Lean Flow The Approach to Reducing Flow Times through Queues Reducing Arrival Rate Reducing Variation in Arrivals Reducing Service Times Reducing Variation in Service Times Adding Capacity Using Data and Simulation to Solve Complex Queuing Problems in Healthcare Examples of Applied Queuing in ED Settings Healthcare as a Network of Queues Patient¿s Perspective Server¿s Perspective Conservation of Flow Volunteer Walk-in Clinic Approach to Reducing Waiting Through a Network of Queues Lean Design in Queuing Networks Principle 1: Reduce the Number of Queues Combining Steps Concurrency One-Piece Flow Principle 2: Pooling Principle 3: Pull Systems Principle 4: Segmentation Reduction of Service Times Reduction of Variation Radically Different Segments The Psychology of Waiting Part II: A Step-by-Step Guide to Fixing Your Emergency Department Defining key Intervals in Emergency Operations Door to Doc Reception Registration Triage ESI Chief Complaint Based, Directed Bed Placement Patient Segmentation Doc to Decision Initial RN Evaluation and Assessment Initial MD Evaluation Ancillary Services Patient-specific In-ED Treatment The Relationship between Service Capacity in the ED Load Leveling MD, RN, Bed, Ancillary Balancing Virtual Beds Decision to Departure Decision to Admit to Bed Assignment Inpatient Utilization as a Function of ED Holds The difference between Staffed Capacity and Licensed Capacity Forecasting Demand Surgical Smoothing Finding Critical Inpatient Capacity The Value of Patient Flow Teams Bed Assignment to Departure Hospitalists Calling Report ¿ The Games People Play The Effect of Incentives on Throughput Faxed Reports Full Capacity Protocol Making Change Happen Leadership Change Management Picking the Right Project Picking the Right Team Define Current Process Analyze the Data Listen to Patients Improve Process Define Future Process Rapid Cycle Testing Implementation Dealing with Resistance Management Case Studies in ED Improvement Mary Washington Hospital Ochsner Health System Banner Health Florida Hospital IHI Appendix Glossary Index
Synopsis
Emergency departments were never designed to be the walk-in clinics they have become; yet with so many having nowhere else to turn for care, they have become cauldrons of resentment in which neither the best needs of patient or hospital are served. Offering a solution to this fiscal and medical madness, this step-by-step guide shows how the application of lean principles can lead to more efficient, cost-effective, and patient friendly departments. It brings together leading experts who demonstrate the unique application of lean tools and concepts to hospital operations and looks at those hospitals that have put this innovative approach into action., In a unique and integrated approach, The Definitive Guide to Emergency Department Operational Improvement: Employing Lean Principles with Current ED Best Practices to Create the "No Wait" Department exposes you to the academics behind managing the complex service environment that is the ED. The book combines applied management science and ED experience to create a model of how to improve your emergency department operations. After summarizing the current state of emergency medicine, the book offers an in-depth presentation of Lean tools used in the ED along with basic and advanced flow principles grounded in queuing theory and the theory of constraints. It then shows how these concepts are applied in the emergency department and why they work, supported by a comprehensive case study in which Lean principles were used to transform an underperforming ED into a world-class operation. The authors highlight three commonly referenced intervals in the ED: door to doc (input), doc to disposition (throughput), and disposition to departure (output). After reviewing best practices, the authors explain how to achieve excellence in your own environment by discussing change management, leadership, dealing with resistance, and other critical elements of creating a culture of change. Under any scenario realized by healthcare reform, this book provides the tools and concepts to improve your ED for patients, staff, the organization, and ultimately, society.
LC Classification Number
RA975.5.E5
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