Performance Improvement in Hospitals and Health Systems (HIMSS Book Series) - ISBN 1138296406, 978-1138296404
Performance Improvement in Hospitals and Health Systems (HIMSS Book Series) - ISBN 1138296406, 978-1138296404
Performance Improvement in Hospitals and Health Systems (HIMSS Book Series) - ISBN 1138296406, 978-1138296404
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Performance Improvement in
Hospitals and Health Systems
Managing Analytics and Quality in Healthcare
2nd Edition
By
James R. Langabeer II, MBA, PhD
CRC Press
Taylor & Francis Group
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Boca Raton, FL 33487-2742
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Acknowledgments���������������������������������������������������������������������������� ix
About the Editor........................................................................................xi
About the Contributors.......................................................................... xiii
Introduction................................................................................... xvii
vii
viii ◾ Contents
ix
About the Editor
xi
About the Contributors
Kim Brant-Lucich is the information services (IS) site director for Little
Company of Mary Medical Center in Southbay, California, Providence Health
xiii
xiv ◾ About the Contributors
xvii
xviii ◾ Introduction
the majority of his or her time to making things better, not just maintaining
the status quo, is really a performance improvement professional.
Since the field of quality management and performance improvement is
expanding rapidly, it is difficult (or impossible) to find any one expert in the
area who understands the theory and practice of all the methods used by
leading health systems. So, I turned to several colleagues and recognized
experts in this area for help. In this book, we have assembled multiple indi-
viduals who have extensive practical and scholarly knowledge around these
topics. These experts share their methods, results, and best practices. All of
them have spent multiple years in a hospital or health organization leading
change, as well as in providing scholarly research in an academic setting.
Each of these authors brings his or her own unique experience and perspec-
tive to these topics, and the book is much more comprehensive as a result.
I asked the authors to write on the topics they are most interested in or pas-
sionate about.
This book should be useful in classrooms, but it is not intended to
be theoretical in nature. I hope it is applied, practical, and actionable.
Healthcare organizations have a long way to go to master their process
workflows, information and management systems, and overall performance.
It is my expectation that this book will significantly advance this discussion
by providing valuable insights into what practitioners are doing to control
and improve their environments.
This book is written for all those in health systems who are charged with
not just maintaining the status quo, but delivering results. Executives, admin-
istrators, managers, analysts, physicians, nurses, and pharmacists all will
benefit from better understanding process and performance improvement.
I think this is a timely and relevant book, as hospitals, clinics, and systems
begin or continue their improvement journey. I hope the chapters in this
book contribute to that outcome.
QUALITY AND I
PERFORMANCE IN
HEALTH
In the first two chapters, we explore the theories and concepts underly-
ing performance improvement. Chapter 1 provides a very in-depth discus-
sion of quality and quality management. Quality pioneers and theories are
described, along with the various perspectives on quality in healthcare.
Chapter 2 describes the link between strategy and operational effective-
ness, and provides a framework for performance management. It is impor-
tant to note that the term performance means different things to different
people, depending on your perspective and the setting. In the retail indus-
try, a customer might consider performance to be the quality of the product
she is buying, while the retail executives might view it as return on assets
or same-store year-over-year sales growth. In healthcare, performance is a
broad and complicated topic. A provider might look at safety or process of
care measures, while administrators and the board of trustees might define
performance in financial terms. Analysts should know that quality and per-
formance management is multidimensional, and is defined by clinical, qual-
ity, financial, and strategic dimensions. Before we try to improve, we need to
know which area we are focusing on.
Chapter 1
Contents
Introduction.........................................................................................................4
Quality.................................................................................................................4
Quality Management...........................................................................................7
Core Components of Quality Management.......................................................9
Planning, Improvement, and Control...............................................................11
Need for Healthcare Improvement...................................................................12
Performance Improvement...............................................................................13
Summary............................................................................................................16
Key Terms..........................................................................................................16
Discussion Questions........................................................................................16
References..........................................................................................................16