Hospital Operations Principles of High Efficiency Health Care

Wallace Hopp, Herrick Professor of Manufacturing and Alessi Professor of Operations and Management Science at U. of Michigan's Ross School of Business, researches design, control, and management of production, supply chain, and work systems. Formerly Editor-in-Chief of Management Science, his clients have ranged from Eli Lilly to IBM. William Lovejoy is Raymond T. Perring Family Prof. of Business Administration and Prof. of Operations and Management Science at the Ross School of Business. He researches management across functional boundaries, innovation, and healthcare; his courses have been covered by The Wall Street Journal and The New York Times.

1  INTRODUCTION TO HOSPITAL OPERATIONS    1

1.1  Stakeholders’ Perspectives    1

1.2  A Metaphor for Hospital Operations    3

1.3  Health Care in Crisis    4

1.4  A Focus on Practice    7

1.5  The Time Is Now; The Tools Are Known    9

1.6  Principles-Driven Management: Marrying Theory and Practice    13

1.7  The Structure of This Book    15

1.8  References    19

2  EMERGENCY DEPARTMENT    21

2.1  Stakeholders’ Perspectives    21

2.2  Introduction to the ED    29

2.3  Managing the ED    42

2.4  Key Management Issues in the ED    48

2.5  Conclusions    112

2.6  Stakeholders’ Perspectives    113

2.7  References    117

3  NURSING UNITS    127

3.1  Stakeholders’ Perspectives    127

3.2  Introduction to Nursing Units    137

3.3  Managing a Nursing Unit    153

3.4  Key Management Issues in a Nursing Unit    160

3.5  Conclusions    235

3.6  Stakeholders’ Perspectives    236

3.7  References    240

4  OPERATING ROOMS    243

4.1  Stakeholders’ Perspectives    243

4.2  Introduction to the OR    248

4.3  Managing the OR Suite    263

4.4  Key Management Issues in the OR    271

4.5  Conclusions    332

4.6  Stakeholders’ Perspectives    333

4.7  References    336

5  DIAGNOSTIC SERVICES    339

5.1  Stakeholders’ Perspectives    339

5.2  Introduction to the Diagnostic Units    344

5.3  Managing a Diagnostic Unit    370

5.4  Key Management Issues in the Diagnostic Units    376

5.5  Conclusions    449

5.6  Stakeholders’ Perspectives    450

5.7  References    457

6  HOSPITAL OF THE FUTURE    463

6.1  Stakeholders’ Perspectives    463

6.2  Product and Process Integration    466

6.3  Looking to the Future    476

6.4  Management Challenges    481

6.5  Final Message    495

6.6  References    496

Appendix A  MANAGEMENT PRINCIPLES    497

Appendix B  HISTORICAL JUSTIFICATION FOR AND DEVELOPMENT OF STANDARD BED/POPULATION RATIOS    589

Index    595

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