budget-sec19B_2

budget-sec19B_2 - ± Jumping to causes or solutions ±...

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Productivity: William J. Ward, Jr., MBA 1 Section B Approaches to Improvement 2 Approaches to Improvement ± Current level of productivity ± Restatement may be necessary ± Bad = Nursing HPPD ± Good = Patient Days per nurse FTE ± Bigger is better ± Examine comparative data carefully ± Preliminary targets
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Productivity: William J. Ward, Jr., MBA 2 3 Approaches to Improvement ± Part of the budget process ± Productivity standards ± Productivity reporting system 4 Departmental Productivity
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Productivity: William J. Ward, Jr., MBA 3 5 Getting the Right Mind-Set ± Participatory process ± Keeping workers working ± Capital infusion 6 ± Participatory process ± Keeping workers working ± Capital infusion ± Job responsibilities
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Productivity: William J. Ward, Jr., MBA 4 7 Hurdles to Improvement ± Confusing departments and processes ± Jumping to causes or solutions 8 ± Confusing departments and processes
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Unformatted text preview: ± Jumping to causes or solutions ± Subjective presentations ± Instant experts ± Average vs. nominal productivity Productivity: William J. Ward, Jr., MBA 5 9 Cost of Taking the Wrong Path ± Wasted resources ± Lack of “buy in” ± Compounding the problem ± Setting the right pace 10 Continuous Improvement ± One time “tweaks” ± Need to modify habits ± Two critical items ± How work is done ± What work is done ± Productivity improvement loop Productivity: William J. Ward, Jr., MBA 6 11 Productivity Improvement Loop Productivity Standards Performance Analysis Action Plan Should Work Process Be ModiFed? Await Subsequent Reports Is Management Action Necessary? No Yes Actual Results...
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This note was uploaded on 01/29/2012 for the course PH 551.603 taught by Professor / during the Spring '12 term at Johns Hopkins.

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budget-sec19B_2 - ± Jumping to causes or solutions ±...

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