Power Point Slides


Published on

  • Be the first to comment

  • Be the first to like this

No Downloads
Total Views
On Slideshare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Power Point Slides

  1. 1. Healthcare Operations Management Daniel B. McLaughlin Julie M. Hays
  2. 2. Chapter 2 History of Performance Improvement <ul><li>Knowledge Based Management (KBM) </li></ul><ul><li>Scientific Management </li></ul><ul><ul><li>Mass Production </li></ul></ul><ul><ul><li>Frederick Taylor </li></ul></ul><ul><ul><li>Frank and Lillian Gilbreth </li></ul></ul><ul><li>Quality </li></ul><ul><ul><li>Quality Gurus </li></ul></ul><ul><li>TQM, CQI, Six Sigma </li></ul><ul><li>ISO 9000, Baldrige Award </li></ul><ul><li>Lean </li></ul><ul><li>Service Typologies </li></ul>
  3. 3. Operations Management <ul><li>What is operations management? </li></ul><ul><li>Operations management is the design, operation, and improvement of the processes and systems that create and deliver the organization’s products and services. The goal of operations management is to more effectively and efficiently produce and deliver the organization’s products and services. </li></ul>
  4. 4. Operations Management in Healthcare Organizations <ul><li>Cost and level of healthcare is increasing </li></ul><ul><ul><li>1987 11% of US economy for healthcare </li></ul></ul><ul><ul><li>2004 15% of US economy </li></ul></ul><ul><li>Control costs </li></ul><ul><li>Improve level of service </li></ul><ul><li>Improve quality </li></ul>
  5. 5. Systems View Labor Material Machines Management Capital Goods or Services OUTPUT INPUT Transformation Process Feedback
  6. 6. Knowledge Hierarchy Importance Learning Information Data Knowledge Understanding Wisdom Relationships Patterns Principles Morals
  7. 7. Mass Production Two men use hammers on Ford factory assembly line Men work on Ford on assembly line and then drive away Two men assembling car in Ford factory
  8. 8. Frederick Taylor <ul><li>The Principles of Scientific Management (1911) </li></ul><ul><li>“Wasted” human effort </li></ul><ul><li>One best way </li></ul><ul><li>Four principles </li></ul><ul><ul><li>Standard work </li></ul></ul><ul><ul><li>Training </li></ul></ul><ul><ul><li>Cooperation </li></ul></ul><ul><ul><li>Planning </li></ul></ul>
  9. 9. Frank and Lillian Gilbreth <ul><li>One best way </li></ul><ul><li>Time and motion studies </li></ul><ul><li>Cheaper by the Dozen </li></ul>
  10. 10. Project Management <ul><li>Gantt chart (early 1900s) </li></ul><ul><li>Program Evaluation and Review Technique (1950s) </li></ul><ul><ul><li>U.S. Navy </li></ul></ul><ul><ul><li>Beta distribution for task times </li></ul></ul><ul><li>Critical Path Method (1950s) </li></ul><ul><ul><li>DuPont and Remington Rand </li></ul></ul>
  11. 11. Quality Gurus <ul><li>Walter Shewhart </li></ul><ul><ul><li>SPC and PDCA </li></ul></ul><ul><li>W. Edwards Deming </li></ul><ul><li>Joseph M. Juran </li></ul>PDCA Cycle Do Act Plan Check
  12. 12. W. Edwards Deming <ul><li>Father of the quality revolution </li></ul><ul><li>1970s energy crisis </li></ul><ul><li>Common cause versus special variation </li></ul><ul><li>14 points </li></ul><ul><li>System of profound knowledge </li></ul><ul><ul><li>Appreciation for a system </li></ul></ul><ul><ul><li>Knowledge about variation </li></ul></ul><ul><ul><li>Theory of knowledge </li></ul></ul><ul><ul><li>Knowledge of psychology </li></ul></ul>
  13. 13. Joseph M. Juran <ul><li>Quality trilogy </li></ul><ul><ul><li>Quality planning </li></ul></ul><ul><ul><li>Control </li></ul></ul><ul><ul><li>Improvement </li></ul></ul>
  14. 14. TQM (CQI) -> Six Sigma <ul><li>TQM less codified than Six Sigma </li></ul><ul><li>Based on the teachings of Shewhart, Deming, Juran </li></ul><ul><li>Top management support and leadership </li></ul><ul><li>Continuous improvement </li></ul><ul><li>DMAIC, PDCA </li></ul><ul><li>Six Sigma goal of 3.4 DPMO </li></ul>
  15. 15. Quality Certification and Awards <ul><li>ISO 9000 </li></ul><ul><ul><li>To be certified, an organization must demonstrate compliance with the standards </li></ul></ul><ul><ul><li>Standards are concerned with the processes of insuring quality </li></ul></ul><ul><li>Baldrige Award </li></ul><ul><ul><li>Based on organizational excellence in seven categories </li></ul></ul><ul><ul><li>Dissemination of best practices </li></ul></ul><ul><ul><li>2005 winners </li></ul></ul>
  16. 16. JIT -> Lean -> Agile <ul><li>Just In Time (JIT) </li></ul><ul><ul><li>Inventory management strategy aimed at reducing inventory </li></ul></ul><ul><li>Lean </li></ul><ul><ul><li>Philosophy of eliminating waste </li></ul></ul><ul><li>Agile </li></ul><ul><ul><li>Ability to respond quickly to changing conditions </li></ul></ul>
  17. 17. Service Process Matrix Adapted from Schmenner, R. W. 2004. &quot;Service Businesses and Productivity.&quot; Decision Sciences 35 (3): 333–347. Degree of Variation Customer Interaction and Service Customization Service factory Relative Throughput Time Low Low High High Service shop Mass service Professional service
  18. 18. Supply Chain Management <ul><li>Supply chain management encompasses the planning and management of all activities involved in sourcing and procurement, conversion, and all logistics management activities. It also includes coordination and collaboration with channel partners, which can be suppliers, intermediaries, third-party service providers, and customers. In essence, supply chain management integrates supply and demand management within and across companies. </li></ul>
  19. 19. Important Events in Performance Improvement
  20. 20. Performance Improvement <ul><li>Improve the quality, safety, efficiency, and effectiveness of healthcare using knowledge-based tools, techniques, and programs for system improvement. </li></ul>
  1. A particular slide catching your eye?

    Clipping is a handy way to collect important slides you want to go back to later.