budget-sec19C_2

budget-sec19C_2 - What modiFcations are possible?...

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Productivity: William J. Ward, Jr., MBA 1 Section C Work Output Strategies 2 Working Backwards ± Fundamental change in orientation ± Force achievement of a new target ± Wrong—how can we reduce the time needed to admit a patient? ± Right—patients must be in a bed in 45 minutes ± Applicable to both administrative and clinical processes
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Productivity: William J. Ward, Jr., MBA 2 3 Determining Underlying Causes ± What had been happening? ± What is happening now? ± Analyze and identify the diFerences ± Cause and eFect relationships 4 Cause and Efect Relationship Time Amount EFect Cause
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Productivity: William J. Ward, Jr., MBA 3 5 Work Output Strategies ± Is incremental work available? ± Is the current work somehow diferent? ± Process creep ± Changes in acuity, patient type, diseases 6 ± Is incremental work available? ± Is the current work somehow diferent? ± Process creep ± Changes in acuity, patient type, diseases
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Unformatted text preview: What modiFcations are possible? Controllable vs. uncontrollable Collaborations with others Up stream and down stream Productivity: William J. Ward, Jr., MBA 4 7 Resource Input Strategies Staf modiFcations Additions or subtractions ixed vs. variable staf Diferent types or skills Altered work hours 8 Staf modiFcations Additions or subtractions ixed vs. variable staf Diferent types or skills Altered work hours Retraining or rereshing skills Equipment support Process changes Productivity: William J. Ward, Jr., MBA 5 9 Lecture Evaluation Please take a moment to evaluate this lecture. Your feedback is very important and will be used for future revisions. The Evaluation link is available on the lecture page....
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budget-sec19C_2 - What modiFcations are possible?...

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