Answer each question sepratly. Doesnt matter the amount of words per question. Chapter are attached
Chapter 11
1. How do you determine which process improvement tools
should be used in a given situation? What is the cost and return of each
approach?
2. Which process
improvement tool can have the most powerful impact, and why?
3. How can barriers to process improvement, such as staff
reluctance to change, lack of capital, technological barriers, or clinical
practice guidelines, be overcome?
4. How can the
electronic health record be used to make significant process improvements for
both efficiency and quality increases?
5. Describe several places or times in your organization
where people or objects (paperwork, tests, etc.) wait in line. How do the
characteristics of each example differ?
Chapter 12
1. What job sequencing rule do you see most often in
healthcare? Why? Can you think of any additional job sequencing rules not
described in this text?
2. How could advanced-access techniques be used for the
following types of facilities? a. An ambulatory surgery center b. A
freestanding imaging center
3. What are the consequences of using advanced access in
a multispecialty clinic? How might these tools be applied to provide same-day
scheduling?
4. Can advanced-access techniques be used with
appointment scheduling schemes? Why or why not?
Chapter 13
1. Why is SCM important to healthcare organizations?
2. List some
inventory items found in your organization. Which of these might be classified
as A, B, or C items? Why? How would you manage these items differently
depending on their classification?
3. Think of an item for which your organization carries
SS. Why is SS needed for this item? Can the amount of SS needed be reduced?
How?
4. Describe the ERP system(s) found in your organization.
How could it be improved?
Chapter 14
1.
Why do other payers use Medicare as the benchmark for
payment? What are other options?
2.
How important is
it to involve physicians in financial improvement efforts? What is the best
strategy for physician engagement?
3.
Compare and
contrast the following three organizational approaches to financial management
using operations management tools:
a.
A centralized department that has experts (Six Sigma
black belts) on staff who charter and lead projects throughout an organization
b.
A centralized department that only conducts training in
process improvement and maintains the project management office; all projects
are led by line staff who have been trained in process improvement tools
c. The
use of consultants to lead process improvement projects