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MessagePosté le: Lun 19 Juin - 20:27 (2017)    Sujet du message: Process Redesign For Health Care Using Lean Thinking: A Gui Répondre en citant




Process Redesign for Health Care Using Lean Thinking
is a response to a simple, but hard to answer, question and is the result of the experiences of a working doctor who was also the chief safety and quality officer of an Australian teaching hospital. At this hospital, he observed that the Emergency Department was staff by talented, well-trained, and respected doctors and nurses. The facilities were modern, and the work load unexceptional, but the department was close to melt down. Bad things were happening to patients, everyone was blaming each other, lots of things had been tried but nothing was getting better and no one could explain why. The problem was not a lack of technical knowledge or expertise, the problem was that no one stood back and said, "what’s the best way to move 200 or 300 patients a day through the complicated and varying, sequence of steps needed to sort out the many different problems that bring patients to our department?"

These challenges are faced by hospitals and health services all over the world. There are difficulties with patient flow, congestion, queues, inefficient utilization of resources, problems engaging clinical staff in improvement programs, adverse incidents, and budget constraints.

Lean thinking and value stream analysis gives hospitals and health services struggling with these issues the insights they need to help themselves. This book provides a method that systematically turns those insights into working programs of service and system redesign.

The book is divided into two sections. The first section gives the background to the approach, and systematically works through the Process Redesign methodology, step-by-step. The second section is a series of case studies that show the methodology in action, what worked and what didn’t work. The goal of any process redesign is simple: the right care, for the right person, at the right time, in the right place, and right the first time. This book helps the people who work in hospitals and health services realize these goals by working together.



Details:
rank: #2,099,198
price: $59.95
bound: 222 pages
publisher: Productivity Press; 1 edition (March 16, 2017)
lang: English
asin:
isbn: 1138196096, 978-1138196094,
weight: 12.6 ounces (
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Process Redesign for Health Care Using Lean Thinking: A Guide for Improving Patient Flow and the Quality and Safety of Care David I. Ben-Tovim
Process Redesign for Health Care Using Lean Thinking: A Guide for Improving Patient Flow and the Quality and Safety of Care book ZippyShare





What are VitalSource eBooks? March 16, 2017 by Productivity Press Reference - 210 Pages - 35 B/W Illustrations ISBN 9781315303956 - CAT# KE37935 For Librarians Available on CRCnetBASE >> Select Format: Paperback Hardback eBook - VitalSource Quantity: GBP55.00 GBP90.00 was 55.00 GBP38.50 SAVE 16.50 on each Add to Cart Add to Wish List Add to Wish List Add to Wish List FREE Standard Shipping! Preview Close Preview Toggle navigation Additional Book Information Description Table of Contents Author(s) Bio Features Written by an experienced healthcare professional Builds on over a decade of direct experience improving health care processes using Lean Thinking and Value Stream analysis Integrates theory and practice Describes a proven implementation methodology, illustrated with brief clinical examples and extended case studies Addresses the human as well as the technical Summary Process Redesign for Health Care Using Lean Thinking is a response to a simple, but hard to answer, question and is the result of the experiences of a working doctor who was also the chief safety and quality officer of an Australian teaching hospitalPlease Select Your Country -- Select one -- Afghanistan land Islands Albania Algeria American Samoa Andorra Angola Anguilla Antarctica Antigua And Barbuda Argentina Armenia Aruba Australia Austria Azerbaijan Bahamas Bahrain Bangladesh Barbados Belarus Belgium Belize Benin Bermuda Bhutan Bolivia Bonaire, Sint Eustatius And Saba Bosnia And Herzegovina Botswana Bouvet Island Brazil British Indian Ocean Territory Brunei Darussalam Bulgaria Burkina Faso Burundi Cambodia Cameroon Canada Cape Verde Cayman Islands Central African Republic Chad Chile China Christmas Island Cte D'ivoire Cocos (Keeling) Islands Colombia Comoros Congo Congo, The Democratic Republic Of The Cook Islands Costa Rica Croatia Curacao Cyprus Czech Republic Denmark Djibouti Dominica Dominican Republic Ecuador Egypt El Salvador Equatorial Guinea Eritrea Estonia Ethiopia Falkland Islands (Malvinas) Faroe Islands Fiji Finland France French Guiana French Polynesia French Southern Territories Gabon Gambia Georgia Germany Ghana Gibraltar Greece Greenland Grenada Guadeloupe Guam Guatemala Guernsey Guinea Guinea-Bissau Guyana Haiti Heard Island And Mcdonald Islands Holy See (Vatican City State) Honduras Hong Kong Hungary Iceland India Indonesia Iraq Ireland Isle Of Man Israel Italy Jamaica Japan Jersey Jordan Kazakhstan Kenya Kiribati Korea, Republic Of Kuwait Kyrgyzstan Lao People's Democratic Republic Latvia Lebanon Lesotho Liberia Libyan Arab Jamahiriya Liechtenstein Lithuania Luxembourg Macao Macedonia, The Former Yugoslav Republic Of Madagascar Malawi Malaysia Maldives Mali Malta Marshall Islands Martinique Mauritania Mauritius Mayotte Mexico Micronesia, Federated States Of Moldova, Republic Of Monaco Mongolia Montenegro Montserrat Morocco Mozambique Myanmar Namibia Nauru Nepal Netherlands Netherlands Antilles New Caledonia New Zealand Nicaragua Niger Nigeria Niue Norfolk Island Northern Mariana Islands Norway Oman Pakistan Palau Palestinian Territory, Occupied Panama Papua New Guinea Paraguay Peru Philippines Pitcairn Poland Portugal Qatar Reunion Romania Russian Federation Rwanda Saint Barthlemy Saint Helena Saint Kitts And Nevis Saint Lucia Saint Martin Saint Pierre And Miquelon Saint Vincent And The Grenadines Samoa San Marino Sao Tome And Principe Saudi Arabia Senegal Serbia Seychelles Sierra Leone Singapore Sint Maarten (Dutch Part) Slovakia Slovenia Solomon Islands Somalia South Africa South Georgia And The South Sandwich Islands Spain Sri Lanka Suriname Svalbard And Jan Mayen Swaziland Sweden Switzerland Taiwan Tajikistan Tanzania, United Republic Of Thailand Timor-Leste Togo Tokelau Tonga Trinidad And Tobago Tunisia Turkey Turkmenistan Turks And Caicos Islands Tuvalu Uganda Ukraine United Arab Emirates United Kingdom United States United States Minor Outlying Islands Uruguay Uzbekistan Vanuatu Venezuela Viet Nam Virgin Islands, British Virgin Islands, U.SThe facilities were modern, and the work load unexceptional, but the department was close to melt downIn 1998, whilst continuing part-time practice as a psychiatrist, he became the Director of the Clinical Epidemiology Unit at the Flinders Medical Centre, and in 2000, became Director of Clinical GovernanceAuthor(s): David IWallis And Futuna Western Sahara Yemen Zambia Zimbabwe This will help us determine what currency and product offerings to displayOffline Computer Download Bookshelf software to your desktop so you can view your eBooks with or without Internet accessThe book is divided into two sectionsProcess Redesign for Health Care Using Lean Thinking: A Guide for Improving Patient Flow and the Quality and Safety of Care By David I

This book provides a method that systematically turns those insights into working programs of service and system redesign.The book is divided into two sectionsThe problem was not a lack of technical knowledge or expertise, the problem was that no one stood back and said, "whats the best way to move 200 or 300 patients a day through the complicated and varying, sequence of steps needed to sort out the many different problems that bring patients to our department?"These challenges are faced by hospitals and health services all over the worldBuy PDF List price: $59.95 Our price: $55.99 You save: $3.96 (7%) NetherlandsNLChoose a Country.AfghanistanAlbaniaAlgeriaAmerican SamoaAndorraAngolaAnguillaAntarcticaAntigua And BarbudaArgentinaArmeniaArubaAustraliaAustriaAzerbaijanBahamasBahrainBangladeshBarbadosBelarusBelgiumBelizeBeninBermudaBhutanBoliviaBonaire, Sint Eustatius And SabaBosnia And HerzegovinaBotswanaBouvet IslandBrazilBritish Indian Ocean TerritoryBrunei DarussalamBulgariaBurkina FasoBurundiCambodiaCameroonCanadaCape VerdeCayman IslandsCentral African RepublicChadChileChinaChristmas IslandCocos (keeling) IslandsColombiaComorosCongoCongo, The Democratic Republic Of TheCook IslandsCosta RicaCroatiaCuracaoCyprusCzech RepublicCte D'ivoireDenmarkDjiboutiDominicaDominican RepublicEcuadorEgyptEl SalvadorEquatorial GuineaEritreaEstoniaEthiopiaFalkland Islands (malvinas)Faroe IslandsFijiFinlandFranceFrench GuianaFrench PolynesiaFrench Southern TerritoriesGabonGambiaGeorgiaGermanyGhanaGibraltarGreeceGreenlandGrenadaGuadeloupeGuamGuatemalaGuernseyGuineaGuinea-bissauGuyanaHaitiHeard Island And Mcdonald IslandsHoly See (vatican City State)HondurasHong KongHungaryIcelandIndiaIndonesiaIraqIrelandIsle Of ManIsraelItalyJamaicaJapanJerseyJordanKazakhstanKenyaKiribatiKorea, Republic OfKuwaitKyrgyzstanLao People's Democratic RepublicLatviaLebanonLesothoLiberiaLibyan Arab JamahiriyaLiechtensteinLithuaniaLuxembourgMacaoMacedonia, The Former Yugoslav Republic OfMadagascarMalawiMalaysiaMaldivesMaliMaltaMarshall IslandsMartiniqueMauritaniaMauritiusMayotteMexicoMicronesia, Federated States OfMoldova, Republic OfMonacoMongoliaMontenegroMontserratMoroccoMozambiqueMyanmarNamibiaNauruNepalNetherlandsNetherlands AntillesNew CaledoniaNew ZealandNicaraguaNigerNigeriaNiueNorfolk IslandNorthern Mariana IslandsNorwayOmanPakistanPalauPalestinian Territory, OccupiedPanamaPapua New GuineaParaguayPeruPhilippinesPitcairnPolandPortugalQatarReunionRomaniaRussian FederationRwandaSaint BarthlemySaint HelenaSaint Kitts And NevisSaint LuciaSaint MartinSaint Pierre And MiquelonSaint Vincent And The GrenadinesSamoaSan MarinoSao Tome And PrincipeSaudi ArabiaSenegalSerbiaSeychellesSierra LeoneSingaporeSint Maarten (dutch Part)SlovakiaSloveniaSolomon IslandsSomaliaSouth AfricaSouth Georgia And The South Sandwich IslandsSpainSri LankaSurinameSvalbard And Jan MayenSwazilandSwedenSwitzerlandTaiwanTajikistanTanzania, United Republic OfThailandTimor-lesteTogoTokelauTongaTrinidad And TobagoTunisiaTurkeyTurkmenistanTurks And Caicos IslandsTuvaluUgandaUkraineUnited Arab EmiratesUnited KingdomUnited StatesUnited States Minor Outlying IslandsUruguayUzbekistanVanuatuVenezuelaViet NamVirgin Islands, BritishVirgin Islands, U.s.Wallis And FutunaWestern SaharaYemenZambiaZimbabweland Islands Shopping Cart 0 Account Sign In RegisterToggle navigationHomeSubjects Academic ResearchAnthropologyApplied MediaArchaeologyArchitectureArt & Visual CultureAsian StudiesAudioBuilding & ConstructionBuilt EnvironmentBusiness, Management & AccountingCentral Asian, Russian & East European StudiesClassical StudiesCommunicationCriminology & Criminal JusticeCultural StudiesDevelopment StudiesEconomicsEducationEnvironment & SustainabilityFilmmakingFinanceFurther Education and VocationalGeographyHealth and SafetyHistoryInforma LawK-12LandscapeLanguage LearningLawLinguisticsLiteratureMedia CommunicationMedia Studies & JournalismMental HealthMiddle East StudiesMilitary, Strategic & Security StudiesMuseum & Heritage StudiesMusicNursing & HealthPhilosophyPhotographyPlanning & Urban DesignPolitics & International RelationsProperty & Real EstatePsychologyReferenceReligionResearch MethodsRoutledge Classics and Routledge Great MindsSocial WorkSociologySports & Leisure StudiesTheatreTheatre & Performance StudiesTourism, Hospitality and EventsUrban StudiesWomens and Gender StudiesProducts SearchBooksE-booksSeriesOnline ResourcesTextbooksLibrary ReferenceJournalsOpen AccessResources For AuthorsFor BooksellersFor InstructorsFor LibrariansFor ResearchersFor Societies/AssociationsFor StudentsFor the PressFree ResourcesInfo / Help About UsContact UsOrdering and DeliveryCorporate InformationFeatured AuthorsTable of Contents Part 1: Process Redesign the complete method Chapter 1: Introduction: An accidental redesigner Why redesign? Learning about Lean A decade later Chapter 2: Craft, Flow, Mass British manufacturing: the extension of the craft work system The American method of production Moving to mass Chapter 3: Taiichi Ohno and the Birth of Lean Toyota and Taiichi Ohno Waste and flow Push and pull Workers as problem solvers: the challenge for managers Chapter 4: The Principles of Lean Thinking The process viewpoint: the golden thread of Lean The Lean principles Principle 1: specify value from the standpoint of the end-customer Principle 2: identify the value stream for each product family Principle 3: eliminate waste and make the product flow Principle 4: so that the customer can pull Principle 5: as you manage towards perfection Chapter 5: Healthcare is not manufacturing The Lean principles are very important but Placing an order: customers and raw materials Redesign double vision Complicated: or complex and adaptive? Chapter 6: Knowledge work Knowledge work Knowledge workers own their knowledge capital Design Or Redesign Chapter 7: Redesigning care: authorization, permission, teams and governance Authorization and permission The redesign team Governance The workgroup and the improvement event Chapter 8: The virtuous circle of Process Redesign and the A3 Chapter 9: Identifying the problem Primary purpose, problems and concerns Problem statements What kind of problem, and where to start? Chapter 10: Defining the scope The benefits of starting with scope Scope and scoping: an evolving task Chapter 11: Diagnosis (1) Mapping the Big Picture The process of Big Picture Mapping: a social intervention Setting up and undertaking a Big Picture Mapping Chapter 12: Diagnosis (2) Direct observation External or internal redesign capacity? The structure of the learning to see phase Tracking patients or tracking specific process steps Analysis Chapter 13: The real problem (1): Identifying the real problem Root cause analysis, the five whys and effect-and-cause analysis Chapter 14: The real problem (2): Measurement Measurement for redesign-types of measurement The basic triad of analysis design Measurement focus: releasing time or improving outcomes (or both) Measuring processes or outcomes Chapter 15: Goals, the scientific method and the future state Experiments and the Plan-Do-Study-Act cycle Goals Chapter 16: Value stream, batching and flow improvement Making the process viable Splitting into value streams Flow Takt time Batching Improving flow: eliminate, combine, reduce, simplify Chapter 17: Targeted interventions 5s, visual management and visual systems 5s Visual management The ideal visual management system Chapter 18: Queues, prioritizing, capacity and demand Acknowledging Erlang the Calling population Queue discipline First in, first out Queue discipline: planned work, short term queue, shortest service time Capacity lost, demand moves forward Queues and priorities Analysis of capacity and demand Exponential growth in queue length Impossible jobs Chapter 19: Embedding and sustaining Measure, monitor, evaluate A formal decision to adopt the new way The front-line manager A culture of continuous improvement Part 2: Case Studies Chapter 20: Case Study 1: Redesigning Emergency Department flows The problem Scoping Diagnosis The real problem Intervention ED works Evaluation Embedding and sustaining Chapter 21: Case Study 2: The Care-After-Hours Program The problem Authorization and permission Scoping Diagnosis Four major-work streams The real problem Intervention The Electronic Medical Task Board Evaluation Embedding and sustaining Continuity of information Chapter 22: Case Study 3: Visual Management The Patient Journey Boards Scoping Diagnosis-tracking The real problem Intervention Evaluation Discharge traffic lights and blue dots Chapter 23: Case Study 4: Redesigning podiatry care The problem Diagnosis The real problem Interventions Evaluations Chapter 24: Conclusion Redesigning Process Redesign Author(s) Bio DrTop of Page SITE MENU Home My Account Region: Home My Account Wish List About Us Corporate History Careers at CRC Press Conference Schedule Frequently Asked Questions Press Releases Resources For Authors For Booksellers For Instructors For Librarians For the Press For Societies Textbooks Custom Publishing Other CRC Press Sites CRCnetBASE (eBooks) Featured Authors Author News Author Events Stay Connected Sign Up for Email Alerts By using this website, you agree to the use of cookiesView Cart Close You need to reset your browser to accept cookies or to ask you if you want to accept cookies

Date: 2017-03-16 Format: PDF Language: English ISBN/ASIN: 1138196096 Pages: 222 OCR: Quality: ISBN13: 9781138196094 Uploader: alex21s Upload Date: 3/23/2017 7:59:18 PM Ben-Tovim Paperback 55.00 Hardback 90.00 eBook 38.50 March 14, 2017 by Productivity Press Reference - 210 Pages - 35 B/W Illustrations ISBN 9781138196094 - CAT# K31141 March 17, 2017 by Productivity Press Reference - 210 Pages - 35 B/W Illustrations ISBN 9781138630864 - CAT# K32070 eBooks are subject to VAT, which is applied during the checkout processTable of ContentsPart 1: Process Redesign – the complete method Chapter 1: Introduction: An accidental redesigner Why redesign? Learning about Lean A decade later Chapter 2: Craft, Flow, Mass British manufacturing: the extension of the craft work system The American method of production Moving to mass Chapter 3: Taiichi Ohno and the Birth of Lean Toyota and Taiichi Ohno Waste and flow Push and pull Workers as problem solvers: the challenge for managers Chapter 4: The Principles of Lean Thinking The process viewpoint: the golden thread of Lean The Lean principles Principle 1: specify value from the standpoint of the end-customer Principle 2: identify the value stream for each product family Principle 3: eliminate waste and make the product flow Principle 4: so that the customer can pull Principle 5: as you manage towards perfection Chapter 5: Healthcare is not manufacturing The Lean principles are very important – but Placing an order: customers and raw materials Redesign double vision Complicated: or complex and adaptive? Chapter 6: Knowledge work Knowledge work Knowledge workers own their knowledge capital Design Or Redesign Chapter 7: Redesigning care: authorization, permission, teams and governance Authorization and permission The redesign team Governance The workgroup and the improvement event Chapter 8: The virtuous circle of Process Redesign and the A3 Chapter 9: Identifying the problem Primary purpose, problems and concerns Problem statements What kind of problem, and where to start? Chapter 10: Defining the scope The benefits of starting with scope Scope and scoping: an evolving task Chapter 11: Diagnosis (1) Mapping – the Big Picture The process of Big Picture Mapping: a social intervention Setting up and undertaking a Big Picture Mapping Chapter 12: Diagnosis (2) Direct observation External or internal redesign capacity? The structure of the learning to see phase Tracking patients or tracking specific process steps Analysis Chapter 13: The real problem (1): Identifying the real problem Root cause analysis, the five whys and effect-and-cause analysis Chapter 14: The real problem (2): Measurement Measurement for redesign-types of measurement The basic triad of analysis design Measurement focus: releasing time or improving outcomes (or both) Measuring processes or outcomes Chapter 15: Goals, the scientific method and the future state Experiments and the Plan-Do-Study-Act cycle Goals Chapter 16: Value stream, batching and flow improvement Making the process viable Splitting into value streams Flow Takt time Batching Improving flow: eliminate, combine, reduce, simplify Chapter 17: Targeted interventions – 5s, visual management and visual systems 5s Visual management The ideal visual management system Chapter 18: Queues, prioritizing, capacity and demand Acknowledging Erlang – the Calling population Queue discipline – First in, first out Queue discipline: planned work, short term queue, shortest service time Capacity lost, demand moves forward Queues and priorities Analysis of capacity and demand Exponential growth in queue length Impossible jobs Chapter 19: Embedding and sustaining Measure, monitor, evaluate A formal decision to adopt the new way The front-line manager A culture of continuous improvement Part 2: Case Studies Chapter 20: Case Study 1: Redesigning Emergency Department flows The problem Scoping Diagnosis The real problem Intervention ED works Evaluation Embedding and sustaining Chapter 21: Case Study 2: The Care-After-Hours Program The problem Authorization and permission Scoping Diagnosis Four major-work streams The real problem Intervention The Electronic Medical Task Board Evaluation Embedding and sustaining Continuity of information Chapter 22: Case Study 3: Visual Management The Patient Journey Boards Scoping Diagnosis-tracking The real problem Intervention Evaluation Discharge traffic lights and blue dots Chapter 23: Case Study 4: Redesigning podiatry care The problem Diagnosis The real problem Interventions Evaluations Chapter 24: Conclusion – Redesigning Process Redesign About the AuthorDrAt this hospital, he observed that the Emergency Department was staff by talented, well-trained, and respected doctors and nursesHe has been an active clinical researcher throughout his careerThis book provides a method that systematically turns those insights into working programs of service and system redesignLearn more about how we use cookies

The Summits draw participation from across the regionWe work only with IcerBox.com, click here to sign up! Below are the most common reasons:There are difficulties with patient flow, congestion, queues, inefficient utilization of resources, problems engaging clinical staff in improvement programs, adverse incidents, and budget constraintsBad things were happening to patients, everyone was blaming each other, lots of things had been tried but nothing was getting better and no one could explain whyThis site stores nothing other than an automatically generated session ID in the cookie; no other information is captured

You have cookies disabled in your browserBad things were happening to patients, everyone was blaming each other, lots of things had been tried but nothing was getting better and no one could explain why.This site uses cookies to improve performance by remembering that you are logged in when you go from page to pageThe Bookshelf application offers access: Online Access your eBooks using the links emailed to you on your CRCPress.com invoice or in the "My Account" area of CRCPress.comLean thinking and value stream analysis gives hospitals and health services struggling with these issues the insights they need to help themselvesThe second section is a series of case studies that show the methodology in action, what worked and what didn't workProcess Redesign for Health Care Using Lean Thinking: A Guide for Improving Patient Flow and the Quality and Safety of Care Posted By: hill0 Date: 23 Mar 2017 15:07:48 Process Redesign for Health Care Using Lean Thinking: A Guide for Improving Patient Flow and the Quality and Safety of Care Close Process Redesign for Health Care Using Lean Thinking: A Guide for Improving Patient Flow and the Quality and Safety of Care by David I 79c7fb41ad



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