Continuous improvement strategies: how to manage, motivate, and retain staff
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| Language: | English |
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New York
Routledge Taylor & Francis
[2018]
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| Online Access: | Inhaltsverzeichnis Inhaltsverzeichnis Inhaltsverzeichnis |
| Item Description: | Includes bibliographical references and index |
| Physical Description: | XXIII, 273 Seiten |
| ISBN: | 9781498769815 |
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| 500 | |a Includes bibliographical references and index | ||
| 650 | 4 | |a Health services administration | |
| 650 | 4 | |a Strategic planning | |
| 650 | 4 | |a Total quality management | |
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CONTINUOUS IMPROVEMENT STRATEGIES
/ HOPPER, ANTHONY MATTHEWYYEAUTHOR
: 2018
TABLE OF CONTENTS / INHALTSVERZEICHNIS
OFFICE-LEVEL HEALTHCARE LEADERS : WHO THEY ARE AND WHAT THEY DO
A BRIEF SYNOPSIS OF KEY LEADERSHIP IDEAS
A PRIMER ON CONTINUOUS IMPROVEMENT, LEAN, AND SIX SIGMA IN THE
HEALTHCARE WORKPLACE
MOTIVATING EMPLOYEES: REDESIGNING ORGANIZATIONAL-LEVEL PROCESSES TO
CREATE A CULTURE OF CONTINUOUS IMPROVEMENT
IN THE TRENCHES: DEPARTMENTAL-LEVEL STRATEGIES FOR CREATING AND
MAINTAINING A CULTURE OF CONTINUOUS IMPROVEMENT
A GUIDE TO IMPLEMENTING AND MONITORING QUALITY IMPROVEMENT INITIATIVES
HOW TO MAKE THE RIGHT DECISIONS WHEN ONE DOES NOT HAVE THE TIME TO PLAN
PROMOTING A VIBRANT OFFICE CULTURE : SUGGESTIONS FOR HEALTHCARE
ADMINISTRATORS
DEVELOPING AND ENFORCING DEPARTMENTAL RULES AND REGULATIONS
A RECAP
REFERENCES
INDEX
DIESES SCHRIFTSTUECK WURDE MASCHINELL ERZEUGT.
Contents
Dedication v
Contents vii
Preface xix
Acknowledgments xxi
About the Author xxiii
Chapter 1: Office-Level Healthcare Leaders: Who They Are
and What They Do 1
1.1 A Brief Introduction 1
1.2 Healthcare Leaders: A Definition 3
1.3 Healthcare Leaders: A Significant Part of the Workforce 4
1.4 Types of Healthcare Leaders 4
1.5 Healthcare Leaders Are a Diverse Group of People 6
1.6 Where Do Office-Level Healthcare Leaders Fit In? 6
1.7 Office-Level Healthcare Leaders: The Most Important
Cogs in the Corporate Wheel 7
1.8 The Three Interrelated Elements: Best Practices
Management Techniques, a People-Focused Culture,
and Cl Methodologies 8
1.9 Healthcare Organizations Often Do a Poor Job of
Training Office-Level Leaders 8
vii
vîii Continuous Improvement Strategies
1.10 A Case In Point: What Does One Do with a Well-
Connected but Troublesome Employee? 9
1.11 Many Office-Level Healthcare Leaders Do Not Learn
Proper Management Skills in School 10
1.12 From a Healthcare Organization's Perspective:
Allowing Administrators to Stick with Suboptimal
Leadership Practices 11
1.12.1 Healthcare Organizations Have Sometimes
Espoused the Mantra of "Just Good Enough" 13
1.12.2 Resistance to Change at Hospitals and Other
Patient-Focused Facilities: A Special Set of
Circumstances 14
1.12.3 The Takeaway: Office-Level Healthcare
Leaders Can Sometimes Get by with Being
"Just Good Enough" 14
1.13 Some Key Reasons Why Individuals Stick with
Ineffective, Inefficient Leadership and Organizational
Techniques 14
1.13.1 Self-Interests Rule: Why Individuals and
Organizations Sometimes Subscribe to
Anachronistic Leadership Strategies 15
1.13.2 A Case in Point: Bad Management Practices
in the Emergency Room 16
1.14 Key Reasons Why Office-Level Healthcare Leaders
Should Adopt Best Practices Management and
Organizational Approaches 17
1.14.1 Factors That Are Pressuring Healthcare
Organizations to Become More Efficient
and Effective 17
1.14.2 Healthcare Organizations Respond: Growing
Focus on Best Practices Management and Cl 21
1.15 Summing Things Up and Looking Ahead to
Chapter 2—A Brief Synopsis of Key Leadership Ideas 22
References 23
Chapter 2: A Brief Synopsis of Key Leadership Ideas 25
2.1 A Brief Introduction 25
2.2 Understanding Office-Level Healthcare Leaders by
Analyzing the Forces That Motivate Them 26
Contents ix
2.2.1 Self-Interests Play a Role in Office-Level
Healthcare Leaders' Decisions 27
2.2.2 An Office-Level Healthcare Leader's Perceived
Obligations: An Important Influence on His
or Her Workplace Decisions 28
2.3 A Typical Administrator's Ethical Beliefs: An Amalgam
of Self-Interests and Duties 30
2.4 The Intense Desire to Leave a Legacy 31
2.5 Office-Level Healthcare Leaders Can Help
Themselves When They Use Best Practices
Management and Organizational Techniques 33
2.6 Strict Autocratic Management Styles 34
2.7 Today's Office-Level Healthcare Leaders: The Old
Management Styles No Longer Work as Well 36
2.8 Today's Office-Level Healthcare Leaders Wear
Many Hats 37
2.9 Best Practices Leadership Ideas 39
2.9.1 The Office-Level Healthcare Leader: First
Among Equals 39
2.9.2 Key Tenets That Derive from the "First Among
Equals" Doctrine 40
2.10 Good Healthcare Administrators Possess Strong
Emotional Intelligence Skills 44
2.11 Managing and Motivating Workers: A Focus on
Contracts 45
2.12 The Benefits of Using Best Practices Management
Techniques 46
2.13 Summing Things Up and Looking Ahead to
Chapter 3—A Primer on Continuous Improvement,
Lean, and Six Sigma in the Healthcare Workplace 47
References 48
Chapter 3: A Primer on Continuous Improvement, Lean,
and Six Sigma in the Healthcare Workplace 51
3.1 A Brief Introduction 51
3.2 Cl Defined 52
3.3 The Differences between Cl and Organizational Churn 53
3.4 Key Steps in the Cl Process 54
x Continuous Improvement Strategies
3.5 Cl-Focused Corporate Cultures: Reviewing the Past,
Monitoring the Present, and Controlling the Future 55
3.5.1 Retrospective Analyses 56
3.5.2 Real-Time Analyses 57
3.5.3 Forward-Looking Analyses 57
3.6 Reasons for Adopting Cl 57
3.7 Cl Immersion: The Three-Level Perspective 59
3.8 Lean Six Sigma 60
3.9 The Key Philosophical and Methodological Differences
between Lean and Six Sigma 60
3.10 It Makes Sense for Healthcare Organizations to Utilize
Both Lean and Six Sigma 61
3.11 A Case in Point: The Emergency Room Staff Become
More Efficient and Effective 62
3.12 Delving a Little Deeper into Lean's Key Focus:
Streamlining Work Processes by Eliminating Waste 62
3.13 Using the Five S's as a Means to Understand Lean
Principles 64
3.14 Key Tools in the Lean Arsenal 65
3.14.1 The SIPOC Diagram: A High-Level View of a
Process 66
3.14.2 Using Spaghetti Diagrams to Track Movement 67
3.14.3 Creating Deployment Flowcharts in Order to
Identify Process-Related Bottlenecks and Waste 67
3.14.4 The Value Stream Map: A Lean Staple 71
3.15 The DMAIC: Supporting Six Sigma's Goals of
Improving Performance and Providing Value to
Stakeholders 73
3.16 Key Tools in Six Sigma's Arsenal 74
3.16.1 Using a Fishbone Diagram to Get to the
Root Causes of the Problem 75
3.16.2 The Pareto Chart: A Way to Determine Which
Causes Are Most Important 75
3.16.3 Managing Variance with Statistical Control
Charts 77
3.17 Key Principles that Both Lean and Six Sigma Have in
Common with Each Other 79
3.17.1 Managing by Fact 79
Contents xi
3.17.2 Keep It Simple When Possible 79
3.17.3 Workers Need to Be Engaged, Flexible,
and Adaptive 82
3.18 The Problems that Leaders at Resource-Challenged
Institutions Face in Fully Utilizing Lean or Six Sigma 83
3.19 One Thing to Keep in Mind When Integrating
Lean Six Sigma Ideals (or Any Other Cl-Related
Processes) into the Workplace: Embrace Technology
and Routines but Do Not Stamp Out Creativity and
Individuality 84
3.20 Summing Things Up and Looking Ahead to
Chapter 4—Motivating Employees: Redesigning
Organizational Level Processes to Create a Culture
of Continuous Improvement 84
References 85
Chapter 4: Motivating Employees: Redesigning
Organizational-Level Processes to Create
a Culture of Continuous Improvement 89
4.1 A Brief Introduction 89
4.2 High-Performing Healthcare Organizations Create
Cultures that Support Cl 90
4.3 The Entire Organization Needs to Get Behind
Cl Initiatives 91
4.4 Healthcare Organizations: The Challenges of Diversity 92
4.5 Creating Homogeneity Out of Diversity: The Role
of a Healthcare Organization's Mission, Vision, and
Values Statements 93
4.6 Controlling the Variables 94
4.7 Ways to Encourage Employees to Inculcate the
Organization's Mission, Vision, and Values 94
4.8 Creating a Sense of Unity: Putting the Organization
First and the Department or Profession Second 96
4.9 Creating an Amicable Work Environment 97
4.10 Answer the "Why" Questions 98
4.11 The Flaws Are Systemic and Not Personal 99
4.12 Embrace HITs When Possible 100
4.13 A Belief That the Best Days Are Not Behind but
in Front 101
xii Continuous Improvement Strategies
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 102
References 102
Chapter 5: In the Trenches: Departmental-Level Strategies
for Creating and Maintaining a Culture of
Continuous Improvement 105
5.1 A Brief Introduction 105
5.2 Where Cl Is Concerned: Dysfunctional Departmental
Cultures Can Waylay the Best-Laid Organizational
Strategies 106
5.3 From the Point of View of Cl: Key Aspects of a
Dysfunctional Culture 107
5.4 A Case in Point: A Dysfunctional Claims Department 110
5.5 High-Performing Cultures Embrace Some Employee-
Related Inefficiencies 112
5.6 Cultures that Support Cl: Key Employee-Related
Traits and Perspectives 115
5.7 Employee Self-Confidence Is a Key Trait in a
Cl-Focused Workplace 115
5.8 Structured Autonomy Is a Necessary Aspect of a
Cl-Supportive Culture 116
5.9 Satisfied Employees Are Critical to the Success
of Cl Initiatives 119
5.10 Motivated Workers Are a Cl-Focused Administrator's
Most Important Asset 119
5.11 Team Players Are an Integral Part of Any Cl
Strategy 120
5.11.1 One-on-One Strategies 121
5.11.2 Ways to Foster a Culture That Supports
Cooperative Behaviors 122
5.11.3 Team-Based Strategies: Additional Comments
for Office-Level Healthcare Leaders 123
5.11.4 Keeping Track of Workers' Team-Related
Strengths and Weaknesses 124
5.12 Employee Loyalty: A Key Part of Any Cl-Supportive
Culture 125
Contents xiii
5.13 Trust: The Glue That Holds Every Cl Project Together 127
5.14 Employee Adaptability: Critical to the Success of
Many Cl Implementation Strategies 128
5.15 Additional Employee-Related Skills That Cl-Focused
Administrators Should Covet 130
5.16 Summing Things Up and Looking Ahead to
Chapter 6—A Guide to Implementing and
Monitoring Quality Improvement Initiatives 130
References 131
Chapter 6: A Guide to Implementing and Monitoring
Quality Improvement Initiatives 135
6.1 A Brief Introduction 135
6.2 Some General Tips for Improving a Department's
Efficiency and Effectiveness 136
6.3 Cl at Small or Resource-Challenged Institutions:
Fewer Team-Related Projects but Employee
Cooperation Is Paramount 139
6.4 Keeping Things Simple 140
6.5 IPPIM 141
6.6 IPPIM versus ICADE 141
6.7 The Ideas Generation Stage 142
6.7.1 Clearing Up an Ambiguity: Causes versus
Problems 142
6.7.2 Get to Know the Relevant Technologies and
Employee Workflow Processes 143
6.7.3 Review Relevant Data and Talk to Key
Stakeholders 144
6.7.4 For Interdepartmental Projects: Make Sure
Everyone Understands and Accepts the
Power Arrangements 145
6.7.5 Developing the "Problems to Tackle" List 146
6.8 The Presentation Stage 146
6.8.1 Go into the Meeting with a Clear Strategy
and Do Not Forget about Secondary Goals 147
6.8.2 Tailor the Presentation to Offset Supervisor
or Peer-Related Weaknesses 149
6.8.3 Trust Is Vital 150
6.8.4 Briefing Essentials 150
xiv Continuous Improvement Strategies
6.9 The Planning Stage 153
6.9.1 Cooperation from Management and
Frontline Staff Is Important 154
6.9.2 Ways to Induce Employee Cooperation 155
6.9.3 Some General Tips for Administrators Who
Work for Small or Resource-Challenged
Healthcare Companies 157
6.10 The Implementation Stage 158
6.11 The Monitoring Stage 162
6.11.1 Making Ql-Related Changes Stick: A Guide
for Office-Level Leaders at Small or Resource-
Challenged Healthcare Organizations 163
6.11.2 Additional Advice for Administrators Who
Work for Small or Resource-Challenged
Healthcare Organizations 164
6.12 Allocate Some Time for Self-Reflection 166
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 166
References 167
Chapter 7: How to Make the Right Decisions When One
Does Not Have the Time to Plan 171
7.1 A Brief Introduction 171
7.2 A Healthcare Administrator's Workday: Hectic and
Somewhat Unpredictable 172
7.3 "In the Moment": A Healthcare Supervisor's
Ad Hoc Decisions Can Make All of the Difference 173
7.4 Office-Level Healthcare Leaders' Reliance on
Advanced Technologies Might Leave Them More
Vulnerable to Some Types of Surprises 174
7.5 Continuous Self-Improvement 175
7.6 Building the Right Mental Maps: The Key to Making
the Best Ad Hoc Decisions 176
7.7 Constructing Internal Mental Maps 178
7.8 Creating Game Plans for Dealing with the Most
Common Office-Related Ad Hoc Occurrences 180
7.9 Deftly Handling Ad Hoc Employee and Peer
Interactions Requires Good Interpersonal Skills and
Staff-Related Knowledge 183
Contents xv
7.9.1 Managing Ad Hoc Interactions by Controlling
the Office Environment and Focusing on
Formal Power Arrangements 183
7.9.2 The Most Effective Office-Level Healthcare
Leaders Can Handle Almost Any Ad Hoc
Situation 184
7.9.3 Self-Awareness Is the Key to Identifying
Personal Weaknesses and Ameliorating
These Flaws 184
7.9.4 Some Suggestions for Office-Level Healthcare
Leaders Who Want to Improve Their
Interpersonal Skills 185
7.10 Get to Know the Staff 189
7.11 Protect Stakeholders' Privacy 189
7.12 A Case in Point: An Office-Level Healthcare Leader
Happens to Run Across an Employee While at the
Grocery Store 190
7.13 Summing Things Up and Looking Ahead to
Chapter 8---Promoting a Vibrant Office Culture:
Suggestions for Healthcare Administrators 192
References 193
Chapter 8: Promoting a Vibrant Office Culture:
Suggestions for Healthcare Administrators 195
8.1 A Brief Introduction 195
8.2 The Typical Healthcare Administrator's Important
Office-Related Objectives 196
8.3 The Healthcare Supervisor's Key to Success:
Maintaining a Vibrant Office Culture 197
8.4 Some of the Important Benefits of Creating a
Vibrant Office Culture 199
8.5 Focus on Developing the Right Infrastructure 202
8.6 Three Types of Workers: Habitual Complainers,
Cheerleaders, and Fence Sitters 202
8.6.1 Strategies for Successfully Managing
Habitual Complainers 203
8.6.2 Encourage the Office Cheerleaders:
They Are the Administrator's Champions 205
8.6.3 The Fence Sitters Serve as the Office's
Cultural Barometer
205
xví Continuous Improvement Strategies
8.7 Controlling the Narrative: An Important Part of
Creating a Vibrant Office Culture 206
8.8 Leveraging Rituals and Ceremonies to Boost
Employee Morale and Affirm Organizational and
Departmental Values 208
8.9 Five Additional Strategies That Healthcare
Administrators Can Use to Help Them Cultivate
Vibrant Office Cultures 209
8.10 Summing Things Up and Looking Ahead to
Chapter 9---Developing and Enforcing
Departmental Rules and Regulations 213
References 213
Chapter 9: Developing and Enforcing Departmental Rules
and Regulations 217
9.1 A Brief Introduction 217
9.2 Four Types of Rules 217
9.3 A Healthcare Department's Regulations Help to
Define and Influence Its Culture 218
9.4 Office-Level Mandates: Bulwarks Against Negative
Outside Influences 221
9.5 A Guide to Enforcing Externally Created Regulations 221
9.6 Suggestions for Creating Effective and Fair Office-
Level Policies 224
9.7 Tips for Successfully Implementing and Enforcing
Office-Level Rules 226
9.8 Summing Things Up and Looking Ahead to
Chapter 10---A Recap 229
References 229
Chapter 10: A Recap 231
10.1 A Brief Introduction 231
10.2 The Typical Office-Level Healthcare Leader---An
Important but Often Underappreciated Cog in
the Corporate Wheel (Chapter 1) 232
10.3 Healthcare Leaders---Becoming More Interested
in Utilizing Best Practices Management and
Cl Methods (Chapter 1) 233
10.4 Key Factors That Motivate Healthcare Administrators
(Chapter 2) 233
Contents xvii
10.5 Comparing Strict Autocratic Methods to Best
Practices Management Styles (Chapter 2) 235
10.6 Defining and Describing Cl (Chapter 3) 236
10.7 Comparing and Contrasting Lean and Six Sigma
(Chapter 3) 237
10.8 Key Attributes of Organizational Cultures That
Support Cl (Chapter 4} 238
10.9 Suggestions for Fostering Cl-Supportive
Organizational Cultures (Chapter 4) 238
10.10 From a Cl-Related Perspective—A Look at the Key
Features of Dysfunctional Departmental Cultures
(Chapter 5) 238
10.11 Key Aspects of High-Performing Office Cultures
(Chapter 5) 239
10.12 Some General Tips for Improving a Department's
Efficiency and Effectiveness (Chapter 6) 240
10.13 A Guide for Office-Level Leaders Who Are Working
Solo—Suggestions for Developing, Implementing,
and Monitoring Ql Initiatives (Chapter 6) 241
10.14 A Healthcare Administrator's "In-the-Moment"
Decisions Can Have a Significant Impact on His or
Her Office-Related Metrics (Chapter 7) 241
10.15 Suggestions for Office-Level Healthcare Leaders
Who Want to Make Good Ad Hoc Decisions
(Chapter 7) 242
10.16 Defining and Describing a Vibrant Office Culture
(Chapter 8) 242
10.17 Strategies for Successfully Managing Habitual
Complainers, Cheerleaders, and Fence Sitters
(Chapter 8) 243
10.18 Five Additional Strategies That Healthcare
Administrators Can Use to Help Them Cultivate
Vibrant Office Cultures (Chapter 8) 243
10.19 Developing and Enforcing Departmental Rules and
Regulations (Chapter 9) 244
10.20 Summing Things Up 244
References 245
Index
249
Contents
Dedication v
Contents vii
Preface xix
Acknowledgments xxi
About the Author xxiii
Chapter 1: Office-Level Healthcare Leaders: Who They Are
and What They Do 1
1.1 A Brief Introduction 1
1.2 Healthcare Leaders: A Definition 3
1.3 Healthcare Leaders: A Significant Part of the Workforce 4
1.4 Types of Healthcare Leaders 4
1.5 Healthcare Leaders Are a Diverse Group of People 6
1.6 Where Do Office-Level Healthcare Leaders Fit In? 6
1.7 Office-Level Healthcare Leaders: The Most Important
Cogs in the Corporate Wheel 7
1.8 The Three Interrelated Elements: Best Practices
Management Techniques, a People-Focused Culture,
and Cl Methodologies 8
1.9 Healthcare Organizations Often Do a Poor Job of
Training Office-Level Leaders 8
vii
vîii Continuous Improvement Strategies
1.10 A Case In Point: What Does One Do with a Well-
Connected but Troublesome Employee? 9
1.11 Many Office-Level Healthcare Leaders Do Not Learn
Proper Management Skills in School 10
1.12 From a Healthcare Organization's Perspective:
Allowing Administrators to Stick with Suboptimal
Leadership Practices 11
1.12.1 Healthcare Organizations Have Sometimes
Espoused the Mantra of "Just Good Enough" 13
1.12.2 Resistance to Change at Hospitals and Other
Patient-Focused Facilities: A Special Set of
Circumstances 14
1.12.3 The Takeaway: Office-Level Healthcare
Leaders Can Sometimes Get by with Being
"Just Good Enough" 14
1.13 Some Key Reasons Why Individuals Stick with
Ineffective, Inefficient Leadership and Organizational
Techniques 14
1.13.1 Self-Interests Rule: Why Individuals and
Organizations Sometimes Subscribe to
Anachronistic Leadership Strategies 15
1.13.2 A Case in Point: Bad Management Practices
in the Emergency Room 16
1.14 Key Reasons Why Office-Level Healthcare Leaders
Should Adopt Best Practices Management and
Organizational Approaches 17
1.14.1 Factors That Are Pressuring Healthcare
Organizations to Become More Efficient
and Effective 17
1.14.2 Healthcare Organizations Respond: Growing
Focus on Best Practices Management and Cl 21
1.15 Summing Things Up and Looking Ahead to
Chapter 2—A Brief Synopsis of Key Leadership Ideas 22
References 23
Chapter 2: A Brief Synopsis of Key Leadership Ideas 25
2.1 A Brief Introduction 25
2.2 Understanding Office-Level Healthcare Leaders by
Analyzing the Forces That Motivate Them 26
Contents ix
2.2.1 Self-Interests Play a Role in Office-Level
Healthcare Leaders' Decisions 27
2.2.2 An Office-Level Healthcare Leader's Perceived
Obligations: An Important Influence on His
or Her Workplace Decisions 28
2.3 A Typical Administrator's Ethical Beliefs: An Amalgam
of Self-Interests and Duties 30
2.4 The Intense Desire to Leave a Legacy 31
2.5 Office-Level Healthcare Leaders Can Help
Themselves When They Use Best Practices
Management and Organizational Techniques 33
2.6 Strict Autocratic Management Styles 34
2.7 Today's Office-Level Healthcare Leaders: The Old
Management Styles No Longer Work as Well 36
2.8 Today's Office-Level Healthcare Leaders Wear
Many Hats 37
2.9 Best Practices Leadership Ideas 39
2.9.1 The Office-Level Healthcare Leader: First
Among Equals 39
2.9.2 Key Tenets That Derive from the "First Among
Equals" Doctrine 40
2.10 Good Healthcare Administrators Possess Strong
Emotional Intelligence Skills 44
2.11 Managing and Motivating Workers: A Focus on
Contracts 45
2.12 The Benefits of Using Best Practices Management
Techniques 46
2.13 Summing Things Up and Looking Ahead to
Chapter 3—A Primer on Continuous Improvement,
Lean, and Six Sigma in the Healthcare Workplace 47
References 48
Chapter 3: A Primer on Continuous Improvement, Lean,
and Six Sigma in the Healthcare Workplace 51
3.1 A Brief Introduction 51
3.2 Cl Defined 52
3.3 The Differences between Cl and Organizational Churn 53
3.4 Key Steps in the Cl Process 54
x Continuous Improvement Strategies
3.5 Cl-Focused Corporate Cultures: Reviewing the Past,
Monitoring the Present, and Controlling the Future 55
3.5.1 Retrospective Analyses 56
3.5.2 Real-Time Analyses 57
3.5.3 Forward-Looking Analyses 57
3.6 Reasons for Adopting Cl 57
3.7 Cl Immersion: The Three-Level Perspective 59
3.8 Lean Six Sigma 60
3.9 The Key Philosophical and Methodological Differences
between Lean and Six Sigma 60
3.10 It Makes Sense for Healthcare Organizations to Utilize
Both Lean and Six Sigma 61
3.11 A Case in Point: The Emergency Room Staff Become
More Efficient and Effective 62
3.12 Delving a Little Deeper into Lean's Key Focus:
Streamlining Work Processes by Eliminating Waste 62
3.13 Using the Five S's as a Means to Understand Lean
Principles 64
3.14 Key Tools in the Lean Arsenal 65
3.14.1 The SIPOC Diagram: A High-Level View of a
Process 66
3.14.2 Using Spaghetti Diagrams to Track Movement 67
3.14.3 Creating Deployment Flowcharts in Order to
Identify Process-Related Bottlenecks and Waste 67
3.14.4 The Value Stream Map: A Lean Staple 71
3.15 The DMAIC: Supporting Six Sigma's Goals of
Improving Performance and Providing Value to
Stakeholders 73
3.16 Key Tools in Six Sigma's Arsenal 74
3.16.1 Using a Fishbone Diagram to Get to the
Root Causes of the Problem 75
3.16.2 The Pareto Chart: A Way to Determine Which
Causes Are Most Important 75
3.16.3 Managing Variance with Statistical Control
Charts 77
3.17 Key Principles that Both Lean and Six Sigma Have in
Common with Each Other 79
3.17.1 Managing by Fact 79
Contents xi
3.17.2 Keep It Simple When Possible 79
3.17.3 Workers Need to Be Engaged, Flexible,
and Adaptive 82
3.18 The Problems that Leaders at Resource-Challenged
Institutions Face in Fully Utilizing Lean or Six Sigma 83
3.19 One Thing to Keep in Mind When Integrating
Lean Six Sigma Ideals (or Any Other Cl-Related
Processes) into the Workplace: Embrace Technology
and Routines but Do Not Stamp Out Creativity and
Individuality 84
3.20 Summing Things Up and Looking Ahead to
Chapter 4—Motivating Employees: Redesigning
Organizational Level Processes to Create a Culture
of Continuous Improvement 84
References 85
Chapter 4: Motivating Employees: Redesigning
Organizational-Level Processes to Create
a Culture of Continuous Improvement 89
4.1 A Brief Introduction 89
4.2 High-Performing Healthcare Organizations Create
Cultures that Support Cl 90
4.3 The Entire Organization Needs to Get Behind
Cl Initiatives 91
4.4 Healthcare Organizations: The Challenges of Diversity 92
4.5 Creating Homogeneity Out of Diversity: The Role
of a Healthcare Organization's Mission, Vision, and
Values Statements 93
4.6 Controlling the Variables 94
4.7 Ways to Encourage Employees to Inculcate the
Organization's Mission, Vision, and Values 94
4.8 Creating a Sense of Unity: Putting the Organization
First and the Department or Profession Second 96
4.9 Creating an Amicable Work Environment 97
4.10 Answer the "Why" Questions 98
4.11 The Flaws Are Systemic and Not Personal 99
4.12 Embrace HITs When Possible 100
4.13 A Belief That the Best Days Are Not Behind but
in Front 101
xii Continuous Improvement Strategies
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 102
References 102
Chapter 5: In the Trenches: Departmental-Level Strategies
for Creating and Maintaining a Culture of
Continuous Improvement 105
5.1 A Brief Introduction 105
5.2 Where Cl Is Concerned: Dysfunctional Departmental
Cultures Can Waylay the Best-Laid Organizational
Strategies 106
5.3 From the Point of View of Cl: Key Aspects of a
Dysfunctional Culture 107
5.4 A Case in Point: A Dysfunctional Claims Department 110
5.5 High-Performing Cultures Embrace Some Employee-
Related Inefficiencies 112
5.6 Cultures that Support Cl: Key Employee-Related
Traits and Perspectives 115
5.7 Employee Self-Confidence Is a Key Trait in a
Cl-Focused Workplace 115
5.8 Structured Autonomy Is a Necessary Aspect of a
Cl-Supportive Culture 116
5.9 Satisfied Employees Are Critical to the Success
of Cl Initiatives 119
5.10 Motivated Workers Are a Cl-Focused Administrator's
Most Important Asset 119
5.11 Team Players Are an Integral Part of Any Cl
Strategy 120
5.11.1 One-on-One Strategies 121
5.11.2 Ways to Foster a Culture That Supports
Cooperative Behaviors 122
5.11.3 Team-Based Strategies: Additional Comments
for Office-Level Healthcare Leaders 123
5.11.4 Keeping Track of Workers' Team-Related
Strengths and Weaknesses 124
5.12 Employee Loyalty: A Key Part of Any Cl-Supportive
Culture 125
Contents xiii
5.13 Trust: The Glue That Holds Every Cl Project Together 127
5.14 Employee Adaptability: Critical to the Success of
Many Cl Implementation Strategies 128
5.15 Additional Employee-Related Skills That Cl-Focused
Administrators Should Covet 130
5.16 Summing Things Up and Looking Ahead to
Chapter 6—A Guide to Implementing and
Monitoring Quality Improvement Initiatives 130
References 131
Chapter 6: A Guide to Implementing and Monitoring
Quality Improvement Initiatives 135
6.1 A Brief Introduction 135
6.2 Some General Tips for Improving a Department's
Efficiency and Effectiveness 136
6.3 Cl at Small or Resource-Challenged Institutions:
Fewer Team-Related Projects but Employee
Cooperation Is Paramount 139
6.4 Keeping Things Simple 140
6.5 IPPIM 141
6.6 IPPIM versus ICADE 141
6.7 The Ideas Generation Stage 142
6.7.1 Clearing Up an Ambiguity: Causes versus
Problems 142
6.7.2 Get to Know the Relevant Technologies and
Employee Workflow Processes 143
6.7.3 Review Relevant Data and Talk to Key
Stakeholders 144
6.7.4 For Interdepartmental Projects: Make Sure
Everyone Understands and Accepts the
Power Arrangements 145
6.7.5 Developing the "Problems to Tackle" List 146
6.8 The Presentation Stage 146
6.8.1 Go into the Meeting with a Clear Strategy
and Do Not Forget about Secondary Goals 147
6.8.2 Tailor the Presentation to Offset Supervisor
or Peer-Related Weaknesses 149
6.8.3 Trust Is Vital 150
6.8.4 Briefing Essentials 150
xiv Continuous Improvement Strategies
6.9 The Planning Stage 153
6.9.1 Cooperation from Management and
Frontline Staff Is Important 154
6.9.2 Ways to Induce Employee Cooperation 155
6.9.3 Some General Tips for Administrators Who
Work for Small or Resource-Challenged
Healthcare Companies 157
6.10 The Implementation Stage 158
6.11 The Monitoring Stage 162
6.11.1 Making Ql-Related Changes Stick: A Guide
for Office-Level Leaders at Small or Resource-
Challenged Healthcare Organizations 163
6.11.2 Additional Advice for Administrators Who
Work for Small or Resource-Challenged
Healthcare Organizations 164
6.12 Allocate Some Time for Self-Reflection 166
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 166
References 167
Chapter 7: How to Make the Right Decisions When One
Does Not Have the Time to Plan 171
7.1 A Brief Introduction 171
7.2 A Healthcare Administrator's Workday: Hectic and
Somewhat Unpredictable 172
7.3 "In the Moment": A Healthcare Supervisor's
Ad Hoc Decisions Can Make All of the Difference 173
7.4 Office-Level Healthcare Leaders' Reliance on
Advanced Technologies Might Leave Them More
Vulnerable to Some Types of Surprises 174
7.5 Continuous Self-Improvement 175
7.6 Building the Right Mental Maps: The Key to Making
the Best Ad Hoc Decisions 176
7.7 Constructing Internal Mental Maps 178
7.8 Creating Game Plans for Dealing with the Most
Common Office-Related Ad Hoc Occurrences 180
7.9 Deftly Handling Ad Hoc Employee and Peer
Interactions Requires Good Interpersonal Skills and
Staff-Related Knowledge 183
Contents xv
7.9.1 Managing Ad Hoc Interactions by Controlling
the Office Environment and Focusing on
Formal Power Arrangements 183
7.9.2 The Most Effective Office-Level Healthcare
Leaders Can Handle Almost Any Ad Hoc
Situation 184
7.9.3 Self-Awareness Is the Key to Identifying
Personal Weaknesses and Ameliorating
These Flaws 184
7.9.4 Some Suggestions for Office-Level Healthcare
Leaders Who Want to Improve Their
Interpersonal Skills 185
7.10 Get to Know the Staff 189
7.11 Protect Stakeholders' Privacy 189
7.12 A Case in Point: An Office-Level Healthcare Leader
Happens to Run Across an Employee While at the
Grocery Store 190
7.13 Summing Things Up and Looking Ahead to
Chapter 8---Promoting a Vibrant Office Culture:
Suggestions for Healthcare Administrators 192
References 193
Chapter 8: Promoting a Vibrant Office Culture:
Suggestions for Healthcare Administrators 195
8.1 A Brief Introduction 195
8.2 The Typical Healthcare Administrator's Important
Office-Related Objectives 196
8.3 The Healthcare Supervisor's Key to Success:
Maintaining a Vibrant Office Culture 197
8.4 Some of the Important Benefits of Creating a
Vibrant Office Culture 199
8.5 Focus on Developing the Right Infrastructure 202
8.6 Three Types of Workers: Habitual Complainers,
Cheerleaders, and Fence Sitters 202
8.6.1 Strategies for Successfully Managing
Habitual Complainers 203
8.6.2 Encourage the Office Cheerleaders:
They Are the Administrator's Champions 205
8.6.3 The Fence Sitters Serve as the Office's
Cultural Barometer
205
xví Continuous Improvement Strategies
8.7 Controlling the Narrative: An Important Part of
Creating a Vibrant Office Culture 206
8.8 Leveraging Rituals and Ceremonies to Boost
Employee Morale and Affirm Organizational and
Departmental Values 208
8.9 Five Additional Strategies That Healthcare
Administrators Can Use to Help Them Cultivate
Vibrant Office Cultures 209
8.10 Summing Things Up and Looking Ahead to
Chapter 9---Developing and Enforcing
Departmental Rules and Regulations 213
References 213
Chapter 9: Developing and Enforcing Departmental Rules
and Regulations 217
9.1 A Brief Introduction 217
9.2 Four Types of Rules 217
9.3 A Healthcare Department's Regulations Help to
Define and Influence Its Culture 218
9.4 Office-Level Mandates: Bulwarks Against Negative
Outside Influences 221
9.5 A Guide to Enforcing Externally Created Regulations 221
9.6 Suggestions for Creating Effective and Fair Office-
Level Policies 224
9.7 Tips for Successfully Implementing and Enforcing
Office-Level Rules 226
9.8 Summing Things Up and Looking Ahead to
Chapter 10---A Recap 229
References 229
Chapter 10: A Recap 231
10.1 A Brief Introduction 231
10.2 The Typical Office-Level Healthcare Leader---An
Important but Often Underappreciated Cog in
the Corporate Wheel (Chapter 1) 232
10.3 Healthcare Leaders---Becoming More Interested
in Utilizing Best Practices Management and
Cl Methods (Chapter 1) 233
10.4 Key Factors That Motivate Healthcare Administrators
(Chapter 2) 233
Contents xvii
10.5 Comparing Strict Autocratic Methods to Best
Practices Management Styles (Chapter 2) 235
10.6 Defining and Describing Cl (Chapter 3) 236
10.7 Comparing and Contrasting Lean and Six Sigma
(Chapter 3) 237
10.8 Key Attributes of Organizational Cultures That
Support Cl (Chapter 4} 238
10.9 Suggestions for Fostering Cl-Supportive
Organizational Cultures (Chapter 4) 238
10.10 From a Cl-Related Perspective—A Look at the Key
Features of Dysfunctional Departmental Cultures
(Chapter 5) 238
10.11 Key Aspects of High-Performing Office Cultures
(Chapter 5) 239
10.12 Some General Tips for Improving a Department's
Efficiency and Effectiveness (Chapter 6) 240
10.13 A Guide for Office-Level Leaders Who Are Working
Solo—Suggestions for Developing, Implementing,
and Monitoring Ql Initiatives (Chapter 6) 241
10.14 A Healthcare Administrator's "In-the-Moment"
Decisions Can Have a Significant Impact on His or
Her Office-Related Metrics (Chapter 7) 241
10.15 Suggestions for Office-Level Healthcare Leaders
Who Want to Make Good Ad Hoc Decisions
(Chapter 7) 242
10.16 Defining and Describing a Vibrant Office Culture
(Chapter 8) 242
10.17 Strategies for Successfully Managing Habitual
Complainers, Cheerleaders, and Fence Sitters
(Chapter 8) 243
10.18 Five Additional Strategies That Healthcare
Administrators Can Use to Help Them Cultivate
Vibrant Office Cultures (Chapter 8) 243
10.19 Developing and Enforcing Departmental Rules and
Regulations (Chapter 9) 244
10.20 Summing Things Up 244
References 245
Index
249 |
| any_adam_object | 1 |
| author | Hopper, Anthony Matthew |
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| dewey-tens | 360 - Social problems and services; associations |
| discipline | Soziologie Wirtschaftswissenschaften |
| format | Book |
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| id | DE-604.BV044737013 |
| illustrated | Not Illustrated |
| indexdate | 2024-11-08T11:01:20Z |
| institution | BVB |
| isbn | 9781498769815 |
| language | English |
| lccn | 018001575 |
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| spelling | Hopper, Anthony Matthew Verfasser (DE-588)1154786250 aut Continuous improvement strategies how to manage, motivate, and retain staff Anthony Matthew Hopper New York Routledge Taylor & Francis [2018] © 2018 XXIII, 273 Seiten txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references and index Health services administration Strategic planning Total quality management Erscheint auch als Online-Ausgabe 978-1-315-15423-7 LoC Fremddatenuebernahme application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=030132949&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis Digitalisierung UB Bamberg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=030132949&sequence=000003&line_number=0002&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis Digitalisierung UB Bamberg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=030132949&sequence=000005&line_number=0003&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Hopper, Anthony Matthew Continuous improvement strategies how to manage, motivate, and retain staff Health services administration Strategic planning Total quality management |
| title | Continuous improvement strategies how to manage, motivate, and retain staff |
| title_auth | Continuous improvement strategies how to manage, motivate, and retain staff |
| title_exact_search | Continuous improvement strategies how to manage, motivate, and retain staff |
| title_full | Continuous improvement strategies how to manage, motivate, and retain staff Anthony Matthew Hopper |
| title_fullStr | Continuous improvement strategies how to manage, motivate, and retain staff Anthony Matthew Hopper |
| title_full_unstemmed | Continuous improvement strategies how to manage, motivate, and retain staff Anthony Matthew Hopper |
| title_short | Continuous improvement strategies |
| title_sort | continuous improvement strategies how to manage motivate and retain staff |
| title_sub | how to manage, motivate, and retain staff |
| topic | Health services administration Strategic planning Total quality management |
| topic_facet | Health services administration Strategic planning Total quality management |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=030132949&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=030132949&sequence=000003&line_number=0002&func_code=DB_RECORDS&service_type=MEDIA http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=030132949&sequence=000005&line_number=0003&func_code=DB_RECORDS&service_type=MEDIA |
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Indexes
Indexes