AHS 403 Final Flashcards
What are the future trends of healthcare that would affect healthcare from an operational perspective?
Risk shifting from payers to providers
Payers marketing directly to consumers
Expansion of retail insurance market
Virtual care/telehealth
Understand the input, transformation and output process.
Input(labor, material, machines, capital)
Transformation(action taken)
Output(goods and services)
What impact would organizational culture have to the quality of service in a healthcare organization?
Ensures that providers have the needed tools and skills to serve the customer
What impact does operational efficiency have on patient satisfaction? How would that impact operations?
Patient enjoy reduced wait times and are more involved in all aspects of their healthcare.
Reduce cost and treat more patients
Benchmarking
focused on how to improve any given process by finding, studying, and implementing best practices
Deming’s Philosophy
Improving quality will reduce expenses while increasing productivity and market share.
Operations Management
Operations management is the design, operation, and improvement of the processes and systems that create and deliver the organization’s products and services.
Goals of Operations Management
produce and deliver the organizations products and services more effectively and efficiently
Effective Operations Management
design systems, services, products and processes that meet the needs of their organizations stakeholders. Provide the continuous improvement of these systems and services to meet the need of a quickly changing environment
Supply chain management
management of all supplier, vendor, and distribuition activities related to production of value to end consumers
Input
Labor Material
Machines
Management
Capital
output
Goods or Services
knowledge hierarchy
5 categories of learning: data, information, knowledge, understanding, and wisdom
evidence based medicine
the conscientious and judicious use of the best current evidence in making decisions about the care of individual patients
Balance Scorecard
mission, vision, and values
perspectives-financial, customer, internal business process, learning and growing
strategy maps
strategic alignment
processes-id targets, resources, initiatives and budgets
feedback
line of visibility
seperates all service activities that are visible to the customers from those that are not visible
Mind Mappping
nonlinear technique used to develop thoughts and ideas by placing pictures or prhases on a map to show logical connnections
Process Mapping
graph showing inputs, outputs and the steps in the process
Service Blueprinting
map that separates actions into visible to th4e customer and not visible to the customer
front office operations
visible to public
back office operations
not visible to public
mean
arirthemic average of the population
median
middle value of a population
mode
the most frequently occcuring value
critical path method
arrows indica the direction of work flow, nodes contain the identifiier and duration
total slack
how much time can pass before without delaying the project, a project with 0 slack is considered a critical task
lastest start
latest a task can begin w/o delaying the completion
latest finish
latest date time an activity can be completed if it is to started at its latest start time
earliest finish
earilest time an activity can be completed if it is completed at its early start time
Fishbone
identifies many possible causes for an effect or problem
Run
also known as a run-sequence plot graph that displays observed data in a time sequence
check sheet
simple document that is used for collecting data in real-time and at the location where data is generated
histogram
graph summarizing discrete or continuous data. Histograms display how much variationn exist in the data
pareto chart
a rank-ordered frequecncy chart that indicates the number of times a particular item occurs in a situation
external failure cost
incurred when services are identified as defective after they reach the client(adverse reaction to drugs or administration of wrong drugs
internal failure cost
incurred when services are identified as defective before they are given to clients(use of non-essential list of drugs or expired drugs)
Appraisal Cost
the cost incurred to detect defective units of services before they are given to clients( inspection of drug stocks)
Prevention Cost
cost incurred to prevent defective units of service from being produced (strerilzation protocol)
Six Sigma
a philosophy, methodology, a set of tools and a goal. eliminating defects through removal of variance in businness systems
Six Sigma goals
provide management with facts to allow performance improvement
goal of no more than 3.4 defects per million opportunities
Lean
both management philosophy and strategy, goal to eliminate all waste in the system
Seven Categories of waste (lean)
- overproduction
- waiting
- transportation
- inventory
- motion
- overprocession
- defects
DMAIC
Define Measure Analyze Improve Control
Kaizen
continuous improvement based on the belief that everything can be improved and theat incremental changes result in a better system
Kaizin (5) Steps
- Specify
- Map and improve the value stream
- Flow
- Pull
- Perfection
Value added time
time a unit spends in the process where value is actually being added to the unit
Takt Time
speed wiht which customers must be served to satisfy demand for the service
Available work time/customer demand
= takt time
cycle time
time it takes to accomplish a task in a system
thruoughput time
time for an item to complete the entire process, including waiting time and transport time
Five S’s
- Sort
- Set in order
- Shine
- Standardize
- Sustain
Capacity Utilization
the percentage of time that a resource or process is actually busy producing or transformng output.
Queuing systems
mathematical study of waiting lines
process map (flow Chart)
graphic depiction of a process showing the sequence of events including tasks, decisions, and other activities from inputs to outputs
Load balancing
dividing the work among multiple systems
Matching Capacity to Demand
if demand is greater than capacity, backlogs occur
Scheduling and Sequencing Rules
rules that indicate the order in which jobs are processed from a queue.
Shortest Process Time (SPT)
job that takes least amount of time to complete is first, followed by the next least
First Come First Serve (FCFS)
jobs are sequenced in the same order in which they arrive
Earliest Due Date (EDD)
job with the earliest due date is first, followed by the job wiht the next earliest due date, and so on.
Slack time remaining (STR)
job with the least amount of slack is first, followed by the job with the next least amount of slack time
Critical Ration (CR)
job with the smallest critical ration is first, followed by the job with the next smallest CR
Appointment Scheduling Scheme
attempt to minimize patient wating time while maximizing use of resource the patient is waiting to access.
Bailey-Welch rule
schedules two patients at the begining of a clinic session, followed by equally spaced appointment times for the reminder of the session.
Block Appointments
all patients are sheduled to arrive at the start of the clinic session,
individual appointments
assigns different, equally spaced appointment times to each individual patient
mixed-block appointments
group of patients to arrive at the start of the clinic session, followed by equally spaced individual appointments throughout the remainder of the session
Supply chain management
the management of all supplier, vendor, and distribution activities related to the production of value to end consumers
inventory
the stock of items held by an organization either for sale or to support the delivery of a service
Economic Order Quanity (EOQ)
indicates optimal purchase quanity that will minimize total annual inventory costs
stockouts
desired goods not available
two-bin system
used for B and C type items, inventory is separated into two-bins, inventory is taken from one bin, when empty an order is placed
measures or financial performance
Cash on hand, percent of debt financed, age of plant
cost reduction approaches
growing service lines and optimizing the revenue cycle
bundle payments
various fees are bundled together and paid as one amount. Gives the provider incentive ot minimize costs inside the bundle
Little’s Law
the relationship between arrival rate and to a system, the time a patient spends in the system, and the number of items in a system
Lead time
the time between placing a order and recieving it
holding cost
the cost of keeping good in storage for a period of time
ordering/set-up cost
cost of ordering or recieving goods
shortage cost
cost of not having inventory when it is needed
backorders
can not be filled when recieved but customers are willing to wait for the order to be filled
independent demand
generated by the customer and not the result of another good or service
dependent demand
results from another demand
Acitivity based costing
provides cost of each individual unit and then totals costs for the unit based on the actual consumption of each
