continuous improvement across its operation “Continuous Improvement is an ongoing effort to improve products‚ services‚ or processes. These efforts can seek "incremental" improvement over time or "breakthrough" improvement all at once.[1] Delivery (customer valued) processes are constantly evaluated and improved in the light of their efficiency‚ effectiveness and flexibility.” * {Sourced - http://en.wikipedia.org/wiki/Continuous_Improvement_Process - 10/01/12} Continuous Improvement / “Kaizen
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Imperfect healthcare The fundamental basis of economics is that the resources we have are scarce‚ such idea holds true in the health care sector of the economy. Health economics helps us understand how the scarce resources the health care system are allocated among the many competing uses for those resources to satisfy our health care needs. In a market‚ there is a process of voluntary exchange between a buyer and a seller for a service or good. In the health sector the buyer; is the consumer
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Performance Concepts and Performance Theory Sabine Sonnentag University of Konstanz‚ Konstanz‚ Germany‚ and Michael Frese University of Giessen‚ Giessen‚ Germany INTRODUCTION 4 RELEVANCE OF INDIVIDUAL PERFORMANCE 4 DEFINITION OF PERFORMANCE 5 PERFORMANCE AS A MULTI-DIMENSIONAL CONCEPT 6 TASK PERFORMANCE 6 CONTEX TUAL PERFORMANCE 6
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Modeling Assignment Case: Pharmacy service improvement at CVS Case: Pharmacy Service Improvement at CVS INTRODUCTION Consumer Value Store (CVS) opened in Lowell‚ Massachusetts in 1963. The company was one of America’s largest retail drugstores and had 4‚000 stores and revenue of $24.2 billion by 2002. Generally‚ a company that serves pharmacy service must emphasize customer’s
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Case Analysis: Intermountain Healthcare Key Factors Behind the Success of Intermountain Healthcare Intermountain Healthcare ("Intermountain" or "IHC") is widely regarded as a successful model of low cost‚ high quality delivery. The Midwest-based integrated delivery system achieved this reputation by adopting an approach that emphasizes reducing healthcare costs through process-driven delivery quality improvement. The three most important elements of this approach are: 1) the focus on minimizing
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Consulting approaches to process improvement Bain & Co. Kai A. Simon Viktoria Institute Author’s Note: This is a part of an early draft of my doctoral dissertation that was shortened considerably for the final version. Nevertheless‚ it might be a useful collection of insight for organizations that face a need for redesigning their business processes and wish to learn more about the basic concept and how some major consulting firms approach it methodologically. The series consists of 7 parts
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created to go beyond normal or basic clinical data collection in hospitals‚ private doctors and other healthcare facilities across the nation. As a Consultant‚ I will have to come up with a strategy planning process‚ which will make everything fall into place. When it comes to setting up a hospital or updating old technologies within a hospital setting‚ the administration work in conjunction with the staff such as the doctors and nurses and also alongside the CEO Mr. Johnson‚ who is the new executive
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Value-Based Healthcare I. The metamorphosis of health care is underway with the shift from a volume-driven‚ profit-oriented environment towards a holistic‚ value-based care approach. A recent study by Managed Care shows that “Three-fourths of providers currently participate in at least one value-based payment model‚ and more than 60 percent expect them to become the dominant payment model (pg. 1).” But what really is value-based health care‚ why do we need it‚ and why is it portrayed as the
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LEVEL 5 Diploma In strategic Management and leadership AWARDING BODY CHARTED MANAGEMENT INSTITUTE STUDENT NAME: SAIF ULLAH FARHAN COLLEGE ID: 00260 SUBJECT: PERFORMANCE MANEGMENT (5003) Table of Contents 1.1 Explain link between individual team and organizational objective 1.2 Identify the selection of and agree individual and team objectives 1.3 Identify and agree area of individual and team
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health care executives and physicians will need to be knowledgeable and attentive to the needs of those with differing cultural backgrounds. (DeRosa & Kochurcka‚ 2006). This practice of cultural competence will need to be applied with regard to staff as well as patients. By fostering a diverse workforce and culturally proficient care for minorities‚ a health care executive will better ensure success of the practice. (Clapp‚
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