Case study # 1: Hospitals are driving toward a leaner organization Case study # 1 1. The best perspective of organizational effectiveness that describes the application of lean management practices is organizational learning perspective. This perspective focuses on the most value input as known as knowledge. Organizational learning is founded on the idea that organizational effectiveness depends on the organization’s capacity to acquire, share, use, and store valuable knowledge (Mcshane &
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everything is currently constantly changing. It is always important to analyze pros and cons of business trends when deciding whether to implement them in an organization. While there are countless trends to consider, six in particular will be the topic of this discussion: Mergers and acquisitions, consumerism and the role of the patient, outsourcing, Lean Six Sigma, Medicaid Expansion, and Bring Your Own Device. In the ever-changing health care world, different business and finance
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LEAN HOSPITALS “Mark Graban’s book has documented what is now happening in hospitals all across America as we learn to apply the Toyota Production System methodology to healthcare. This book lays out the nuts and bolts of the lean methodology and also describes the more difficult challenges, which have to do with managing change. Graban’s book is full of wins—these are the same type of wins that are happening at ThedaCare every day. I wish I could have read this book six years ago, as it
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Case Study Report Historical background of 99 Cents Only Store - One of the leading retailers in the discount sales industry - Opened in 1982 - 232 retail locations in 31-3-2006 - Mostly 164 in California, 36 in Texas, 21 in Arizona, 11 in Nevada - Selling food and beverages, health and beauty aids, cleaning supplies, house wares, hardware, stationary, toys, gifts, pet products and clothing Sources of suppliers - Purchases from over a thousand suppliers - E.g. General Electronic, Colgate-Palmolive
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V- patient Flow and Capacity Theories 9-12 3- Process mapping 10 4- theory of constraints 10-11 5- lean tools 11-12 VI- HDF processes evaluation from the capacity theories perspective 12-16 VII- Proposed changes and
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Production management. Production is a process where there are inputs, transformation process and outputs. Transformation process for operations and service management is the main area what their concerned with. In transformations process managers drive productivity. The main task for managers is to get work done thru other people in an effective and efficient way. Operation management tend to have less workers than Service management because peoples work in Manufacturing is doing automated systems
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Safe Staffing Examine Nurse-to-Patient Ratios Primary health care organizations such as New York Presbyterian (NYP) are impacted by low nurse-to-patient ratios. The recent implementation of the Patient Protection and Affordable Care Act (ACA) has required organizations such as NYP to explore many approaches to improve quality and patient outcomes that contain costs. “Numerous studies reveal an association between higher levels of experienced RN staffing and lower rates of adverse patient outcomes”
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United States Environmental Protection Agency Solid Waste and Emergency Response (5302W) Policy, Economics & Innovation (1807T) EPA100-R-03-005 October 2003 www.epa.gov/ innovation/lean.htm Lean Manufacturing and the Environment: Research on Advanced Manufacturing Systems and the Environment and Recommendations for Leveraging Better Environmental Performance ACKNOWLEDGMENTS This report was prepared for the U.S. Environmental Protection Agency's Office of Solid Waste and Emergency
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Introduction How can a balanced scorecard be utilized for optimum organizational performance in my organization – Cleveland Clinic? Within today’s complex environments many organization have pinpointed that an accurate understanding of their particular goals and the methods that they implement in order to achieve these goals is vital, this is also true with healthcare organizations. Organizations have come to the conclusion that no simple one measure can provide a clear performance target or focus
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investments for hospitals. However, in recent years, due to various changes in health care with regard to changes in Medicare reimbursement, it has become increasingly difficult for hospitals to maximize their cardiac cath lab’s potential economic return. In order to tackle the patient flow quandaries of delayed start times, physician unavailability, improper staffing, and excessive non-productive time in the cardiac catheterization lab, the implementation of the use of a combined Six Sigma and Lean System
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