Changing Attitudes: The Key to Achieving Hospital Productivity Gains
In today’s hospitals, it’s not uncommon to encounter defensiveness from inpatient unit managers who miss their productivity targets.
In today’s hospitals, it’s not uncommon to encounter defensiveness from inpatient unit managers who miss their productivity targets.
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By Eric Dam, MHA, Principal, Labor Cost Management, Compass Clinical Consulting: In interviews conducted with senior Chief Financial Officers of hospitals it is abundantly clear that there is a fear to pursue improved productivity / Labor Cost Management. Many hospital leaders, especially in the non-profit sector of the healthcare industry, fear productivity or are otherwise reluctant to pursue a formal productivity assessment and coordinated program to improve their labor cost management.
Labor Productivity Consultant for Compass Clinical Consulting: Paying overtime to employees can never be cheaper or save the hospital money than having staff deployed according to: Right person, Right role, Right Time, Right place (R4).
By Kate Fenner, RN, PhD: The smart leaders understand that regardless of how healthcare reform looks when it becomes law, the real truth is that we’ll all be getting less. Knowing this is the end-point gives us all the freedom to take action now.
What everyone wants, in the end, is healthcare reform that accomplishes the goals of wider access and lower cost. But there are many different tracks to achieve this needed goals. But when “reducing the cost of healthcare” by mandating lower fees to providers, this should be more carefully analyzed to prevent a future of continuous change. Best [...]
On the Lean Blog, Jesus “Chuy” Ellin, HT PA andPeter P Patterson, MD MBA noted that the histopathology laboratory at their hospital recently had a breakthrough in the lean journey begun in 2007. The monthly defect rate in the order entry process has fallen precipitously from 33.5% to 2.5% over the past five months, after [...]
Force multiplication, in military usage, refers to a combination of attributes or advantages which make a given force more effective than another force of comparable size. A force multiplier refers to a factor that dramatically increases (hence “multiplies”) the effectiveness of a group. A hospital team can use this concept by combining labor cost management with case management.
By Jim Mahon, PhD: Colleges and universities have traditionally placed a much higher premium on generating both annual and planned gifts than the majority of hospitals. Rather than expounding on the many legitimate reasons why this is the case, let’s focus on steps the Board, the Executive Suite, and the Chief Development Officer (CDO) can take.
Contest on Facebook earns nearly $800,000 for St. Jude’s Childrens Research Hospital.
By Kate Fenner, CEO, Compass Clinical Consulting: Taking $2 Trillion out of the healthcare system in the next decade is going to force everyone to change how they do business – hospitals, doctors, pharma manufacturers and retailers, medical equipment manufacturers – everyone.
Will our healthcare facilities be located where they are needed when healthcare access is expanded? Historical data should be considered as reform is implemented. Academic and community hospitals serving economically stressed areas may need additional government support.
According to new study by Thomson Reuters, the key metrics to watch most closely right now are operating margins and frequency of elective procedures. If they start to slip, it may usher in a host of contagion effects.
By Eric Dam: If policies for clocking staff in and out is not addressed regularly, you will have an almost silent vacuum cleaner sucking badly needed financial resources out the door every day until suddenly a financial emergency hits the wall.
The Impact of Throughput on Labor Cost Improving hospital throughput maximizes the use of hospital assets – time, space, capacity, equipment, and human assets. Maximizing those assets leads to significant productivity gains. When throughput is increased, unnecessary work can be eliminated and existing staff can process added patient volume more effectively. Throughput improvement is especially [...]
Smoothing out the claims cycle should involve careful scrutiny of claims before they are sent to payors to ensure they are properly coded and edited.
When the Sisters of Charity of the Incarnate Word healthcare systems in Houston and San Antonio merged to form Irving, TX-based CHRISTUS Health in 1999, the new leadership team faced a host of challenges. The system was plagued by financial losses, discouraging results in clinical quality measures, and low satisfaction rates among its patients and employees. The system introduced a program to generate marked improvements–not only in their day-to-day operations, but also in patient and employee satisfaction
Using a bully club of IRS threats to withdraw tax benefits to struggling hospitals just seems to me to be the wrong way to achieve anything positive.