Book description
During this era of continuous improvement, healthcare organizations need to be staffed by engaged, motivated, and hard-working frontline employees. As these clinical and non-clinical personnel handle most of the important tasks in any organization and are often the people who directly interact with patients and customers, it's the job of managers to oversee and motivate their staff members. Using Lean management strategies, this easy-to-read book for leaders and managers provides useful, insightful, and innovative information to help managers engage, motivate, and retain their employees during any Lean or other continuous improvement initiative.
Table of contents
- Cover
- Half Title
- Title
- Copyright
- Dedication
- Contents
- Preface
- Acknowledgments
- About the Author
-
Chapter 1: Office-Level Healthcare Leaders: Who They Are and What They Do
- 1.1 A Brief Introduction
- 1.2 Healthcare Leaders: A Definition
- 1.3 Healthcare Leaders: A Significant Part of the Workforce
- 1.4 Types of Healthcare Leaders
- 1.5 Healthcare Leaders Are a Diverse Group of People
- 1.6 Where Do Office-Level Healthcare Leaders Fit In?
- 1.7 Office-Level Healthcare Leaders: The Most Important Cogs in the Corporate Wheel
- 1.8 The Three Interrelated Elements: Best Practices Management Techniques, a People-Focused Culture, and CI Methodologies
- 1.9 Healthcare Organizations Often Do a Poor Job of Training Office-Level Leaders
- 1.10 A Case In Point: What Does One Do with a Well-Connected but Troublesome Employee?
- 1.11 Many Office-Level Healthcare Leaders Do Not Learn Proper Management Skills in School
-
1.12 From a Healthcare Organization’s Perspective: Allowing Administrators to Stick with Suboptimal Leadership Practices
- 1.12.1 Healthcare Organizations Have Sometimes Espoused the Mantra of “Just Good Enough”
- 1.12.2 Resistance to Change at Hospitals and Other Patient-Focused Facilities: A Special Set of Circumstances
- 1.12.3 The Takeaway: Office-Level Healthcare Leaders Can Sometimes Get by with Being “Just Good Enough”
- 1.13 Some Key Reasons Why Individuals Stick with Ineffective, Inefficient Leadership and Organizational Techniques
- 1.14 Key Reasons Why Office-Level Healthcare Leaders Should Adopt Best Practices Management and Organizational Approaches
- 1.15 Summing Things Up and Looking Ahead to Chapter 2—A Brief Synopsis of Key Leadership Ideas
- References
-
Chapter 2: A Brief Synopsis of Key Leadership Ideas
- 2.1 A Brief Introduction
- 2.2 Understanding Office-Level Healthcare Leaders by Analyzing the Forces That Motivate Them
- 2.3 A Typical Administrator’s Ethical Beliefs: An Amalgam of Self-Interests and Duties
- 2.4 The Intense Desire to Leave a Legacy
- 2.5 Office-Level Healthcare Leaders Can Help Themselves When They Use Best Practices Management and Organizational Techniques
- 2.6 Strict Autocratic Management Styles
- 2.7 Today’s Office-Level Healthcare Leaders: The Old Management Styles No Longer Work as Well
- 2.8 Today’s Office-Level Healthcare Leaders Wear Many Hats
- 2.9 Best Practices Leadership Ideas
- 2.10 Good Healthcare Administrators Possess Strong Emotional Intelligence Skills
- 2.11 Managing and Motivating Workers: A Focus on Contracts
- 2.12 The Benefits of Using Best Practices Management Techniques
- 2.13 Summing Things Up and Looking Ahead to Chapter 3—A Primer on Continuous Improvement, Lean, and Six Sigma in the Healthcare Workplace
- References
-
Chapter 3: A Primer on Continuous Improvement, Lean, and Six Sigma in the Healthcare Workplace
- 3.1 A Brief Introduction
- 3.2 CI Defined
- 3.3 The Differences between CI and Organizational Churn
- 3.4 Key Steps in the CI Process
- 3.5 CI-Focused Corporate Cultures: Reviewing the Past, Monitoring the Present, and Controlling the Future
- 3.6 Reasons for Adopting CI
- 3.7 CI Immersion: The Three-Level Perspective
- 3.8 Lean Six Sigma
- 3.9 The Key Philosophical and Methodological Differences between Lean and Six Sigma
- 3.10 It Makes Sense for Healthcare Organizations to Utilize Both Lean and Six Sigma
- 3.11 A Case in Point: The Emergency Room Staff Become More Efficient and Effective
- 3.12 Delving a Little Deeper into Lean’s Key Focus: Streamlining Work Processes by Eliminating Waste
- 3.13 Using the Five S’s as a Means to Understand Lean Principles
- 3.14 Key Tools in the Lean Arsenal
- 3.15 The DMAIC: Supporting Six Sigma’s Goals of Improving Performance and Providing Value to Stakeholders
- 3.16 Key Tools in Six Sigma’s Arsenal
- 3.17 Key Principles that Both Lean and Six Sigma Have in Common with Each Other
- 3.18 The Problems that Leaders at Resource-Challenged Institutions Face in Fully Utilizing Lean or Six Sigma
- 3.19 One Thing to Keep in Mind When Integrating Lean Six Sigma Ideals (or Any Other CI-Related Processes) into the Workplace: Embrace Technology and Routines but Do Not Stamp Out Creativity and Individuality
- 3.20 Summing Things Up and Looking Ahead to Chapter 4—Motivating Employees: Redesigning Organizational Level Processes to Create a Culture of Continuous Improvement
- References
-
Chapter 4: Motivating Employees: Redesigning Organizational-Level Processes to Create a Culture of Continuous Improvement
- 4.1 A Brief Introduction
- 4.2 High-Performing Healthcare Organizations Create Cultures that Support CI
- 4.3 The Entire Organization Needs to Get Behind CI Initiatives
- 4.4 Healthcare Organizations: The Challenges of Diversity
- 4.5 Creating Homogeneity Out of Diversity: The Role of a Healthcare Organization’s Mission, Vision, and Values Statements
- 4.6 Controlling the Variables
- 4.7 Ways to Encourage Employees to Inculcate the Organization’s Mission, Vision, and Values
- 4.8 Creating a Sense of Unity: Putting the Organization First and the Department or Profession Second
- 4.9 Creating an Amicable Work Environment
- 4.10 Answer the “Why” Questions
- 4.11 The Flaws Are Systemic and Not Personal
- 4.12 Embrace HITs When Possible
- 4.13 A Belief That the Best Days Are Not Behind but in Front
- 4.14 Summing Things Up and Looking Ahead to Chapter 5—In the Trenches: Departmental-Level Strategies for Creating and Maintaining a Culture of Continuous Improvement
- References
-
Chapter 5: In the Trenches: Departmental-Level Strategies for Creating and Maintaining a Culture of Continuous Improvement
- 5.1 A Brief Introduction
- 5.2 Where CI Is Concerned: Dysfunctional Departmental Cultures Can Waylay the Best-Laid Organizational Strategies
- 5.3 From the Point of View of CI: Key Aspects of a Dysfunctional Culture
- 5.4 A Case in Point: A Dysfunctional Claims Department
- 5.5 High-Performing Cultures Embrace Some Employee-Related Inefficiencies
- 5.6 Cultures that Support CI: Key Employee-Related Traits and Perspectives
- 5.7 Employee Self-Confidence Is a Key Trait in a CI-Focused Workplace
- 5.8 Structured Autonomy Is a Necessary Aspect of a CI-Supportive Culture
- 5.9 Satisfied Employees Are Critical to the Success of CI Initiatives
- 5.10 Motivated Workers Are a CI-Focused Administrator’s Most Important Asset
- 5.11 Team Players Are an Integral Part of Any CI Strategy
- 5.12 Employee Loyalty: A Key Part of Any CI-Supportive Culture
- 5.13 Trust: The Glue That Holds Every CI Project Together
- 5.14 Employee Adaptability: Critical to the Success of Many CI Implementation Strategies
- 5.15 Additional Employee-Related Skills That CI-Focused Administrators Should Covet
- 5.16 Summing Things Up and Looking Ahead to Chapter 6—A Guide to Implementing and Monitoring Quality Improvement Initiatives
- References
-
Chapter 6: A Guide to Implementing and Monitoring Quality Improvement Initiatives
- 6.1 A Brief Introduction
- 6.2 Some General Tips for Improving a Department’s Efficiency and Effectiveness
- 6.3 CI at Small or Resource-Challenged Institutions: Fewer Team-Related Projects but Employee Cooperation Is Paramount
- 6.4 Keeping Things Simple
- 6.5 IPPIM
- 6.6 IPPIM versus ICADE
-
6.7 The Ideas Generation Stage
- 6.7.1 Clearing Up an Ambiguity: Causes versus Problems
- 6.7.2 Get to Know the Relevant Technologies and Employee Workflow Processes
- 6.7.3 Review Relevant Data and Talk to Key Stakeholders
- 6.7.4 For Interdepartmental Projects: Make Sure Everyone Understands and Accepts the Power Arrangements
- 6.7.5 Developing the “Problems to Tackle” List
- 6.8 The Presentation Stage
- 6.9 The Planning Stage
- 6.10 The Implementation Stage
- 6.11 The Monitoring Stage
- 6.12 Allocate Some Time for Self-Reflection
- 6.13 Summing Things Up and Looking Ahead to Chapter 7—How to Make the Right Decisions When One Does Not Have the Time to Plan
- References
-
Chapter 7: How to Make the Right Decisions When One Does Not Have the Time to Plan
- 7.1 A Brief Introduction
- 7.2 A Healthcare Administrator’s Workday: Hectic and Somewhat Unpredictable
- 7.3 “In the Moment”: A Healthcare Supervisor’s Ad Hoc Decisions Can Make All of the Difference
- 7.4 Office-Level Healthcare Leaders’ Reliance on Advanced Technologies Might Leave Them More Vulnerable to Some Types of Surprises
- 7.5 Continuous Self-Improvement
- 7.6 Building the Right Mental Maps: The Key to Making the Best Ad Hoc Decisions
- 7.7 Constructing Internal Mental Maps
- 7.8 Creating Game Plans for Dealing with the Most Common Office-Related Ad Hoc Occurrences
-
7.9 Deftly Handling Ad Hoc Employee and Peer Interactions Requires Good Interpersonal Skills and Staff-Related Knowledge
- 7.9.1 Managing Ad Hoc Interactions by Controlling the Office Environment and Focusing on Formal Power Arrangements
- 7.9.2 The Most Effective Office-Level Healthcare Leaders Can Handle Almost Any Ad Hoc Situation
- 7.9.3 Self-Awareness Is the Key to Identifying Personal Weaknesses and Ameliorating These Flaws
- 7.9.4 Some Suggestions for Office-Level Healthcare Leaders Who Want to Improve Their Interpersonal Skills
- 7.10 Get to Know the Staff
- 7.11 Protect Stakeholders’ Privacy
- 7.12 A Case in Point: An Office-Level Healthcare Leader Happens to Run Across an Employee While at the Grocery Store
- 7.13 Summing Things Up and Looking Ahead to Chapter 8—Promoting a Vibrant Office Culture: Suggestions for Healthcare Administrators
- References
-
Chapter 8: Promoting a Vibrant Office Culture: Suggestions for Healthcare Administrators
- 8.1 A Brief Introduction
- 8.2 The Typical Healthcare Administrator’s Important Office-Related Objectives
- 8.3 The Healthcare Supervisor’s Key to Success: Maintaining a Vibrant Office Culture
- 8.4 Some of the Important Benefits of Creating a Vibrant Office Culture
- 8.5 Focus on Developing the Right Infrastructure
- 8.6 Three Types of Workers: Habitual Complainers, Cheerleaders, and Fence Sitters
- 8.7 Controlling the Narrative: An Important Part of Creating a Vibrant Office Culture
- 8.8 Leveraging Rituals and Ceremonies to Boost Employee Morale and Affirm Organizational and Departmental Values
- 8.9 Five Additional Strategies That Healthcare Administrators Can Use to Help Them Cultivate Vibrant Office Cultures
- 8.10 Summing Things Up and Looking Ahead to Chapter 9—Developing and Enforcing Departmental Rules and Regulations
- References
-
Chapter 9: Developing and Enforcing Departmental Rules and Regulations
- 9.1 A Brief Introduction
- 9.2 Four Types of Rules
- 9.3 A Healthcare Department’s Regulations Help to Define and Influence Its Culture
- 9.4 Office-Level Mandates: Bulwarks Against Negative Outside Influences
- 9.5 A Guide to Enforcing Externally Created Regulations
- 9.6 Suggestions for Creating Effective and Fair Office-Level Policies
- 9.7 Tips for Successfully Implementing and Enforcing Office-Level Rules
- 9.8 Summing Things Up and Looking Ahead to Chapter 10—A Recap
- References
-
Chapter 10: A Recap
- 10.1 A Brief Introduction
- 10.2 The Typical Office-Level Healthcare Leader—An Important but Often Underappreciated Cog in the Corporate Wheel (Chapter 1)
- 10.3 Healthcare Leaders—Becoming More Interested in Utilizing Best Practices Management and CI Methods (Chapter 1)
- 10.4 Key Factors That Motivate Healthcare Administrators (Chapter 2)
- 10.5 Comparing Strict Autocratic Methods to Best Practices Management Styles (Chapter 2)
- 10.6 Defining and Describing CI (Chapter 3)
- 10.7 Comparing and Contrasting Lean and Six Sigma (Chapter 3)
- 10.8 Key Attributes of Organizational Cultures That Support CI (Chapter 4)
- 10.9 Suggestions for Fostering CI-Supportive Organizational Cultures (Chapter 4)
- 10.10 From a CI-Related Perspective—A Look at the Key Features of Dysfunctional Departmental Cultures (Chapter 5)
- 10.11 Key Aspects of High-Performing Office Cultures (Chapter 5)
- 10.12 Some General Tips for Improving a Department’s Efficiency and Effectiveness (Chapter 6)
- 10.13 A Guide for Office-Level Leaders Who Are Working Solo—Suggestions for Developing, Implementing, and Monitoring QI Initiatives (Chapter 6)
- 10.14 A Healthcare Administrator’s “In-the-Moment” Decisions Can Have a Significant Impact on His or Her Office-Related Metrics (Chapter 7)
- 10.15 Suggestions for Office-Level Healthcare Leaders Who Want to Make Good Ad Hoc Decisions (Chapter 7)
- 10.16 Defining and Describing a Vibrant Office Culture (Chapter 8)
- 10.17 Strategies for Successfully Managing Habitual Complainers, Cheerleaders, and Fence Sitters (Chapter 8)
- 10.18 Five Additional Strategies That Healthcare Administrators Can Use to Help Them Cultivate Vibrant Office Cultures (Chapter 8)
- 10.19 Developing and Enforcing Departmental Rules and Regulations (Chapter 9)
- 10.20 Summing Things Up
- References
- Index
Product information
- Title: Continuous Improvement Strategies
- Author(s):
- Release date: February 2018
- Publisher(s): CRC Press
- ISBN: 9781351650274
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