"LEAN" is an arduous process, openly dismissed by a lot of medical professionals and frequently unsuccessful, according to experts. Yet some administrators say it could prove critical to hospitals as employers, insurers and government push to control medical spending.
Lean and Six Sigma refer to methods of improving work processes. Lean typically involves identifying the steps used to bring a product or service to a customer and then eliminating those steps that do not “add value.” Lean is associated with production innovations at Japanese automaker Toyota Motor Corp.
Managing the Transition to Value-Based Reimbursement: 8 Core Strategies to Mind the Gap
There is no shortage of challenges in healthcare today. The "gap" is this awkward period of time when healthcare organizations are being pressured to lower costs and improve quality, but remain paid largely on a fee-for-service system.
There are many strategies for navigating the transition from a volume- to value-based healthcare system, and the success of each one will depend on individual hospitals' and health systems' cultures and markets.
Hospitals try to deliver the best health outcomes. That's a
given. But many also aim to deliver high levels of customer service. On that
latter goal, healthcare systems are falling short. Here's why: Truly improving
service demands a culture that intentionally champions a focus on the patient.
“Managers must be equipped to drive employee engagement
in their departments.”
What healthcare systems urgently need are clear intentions
and strategies at the leadership level.
of not-for-profit healthcare organizations is one of the most important and
talked about topics today, both in healthcare, EU and in national governments.
stakeholders are speaking out about the need for competent, engaged, committed
healthcare executives who govern our nation’s healthcare organizations with
well thought out governance structures, thoughtful and effective governance
processes, and measurable outcomes for their healthcare organizations.
When it comes to hiring interims, there is a deeply embedded
risk-averse mindset within the healthcare sector, especially hospitals. Most of
the current market demand is driven by crisis – performance deterioration, cost
pressures, capacity problems – and a Chief Executive needing to correct a
problem is more likely to select an interim who has the direct, previous
experience of handling a particular problem before, so by default they will
already have the hospital experience.
What that CEO is unlikely to do is choose the radical
solution and select a private sector interim, when the consequences of failure
could cost them their job.
advances in medicines and medical technology over the past 50 years, health
care today is in crisis. Costs are skyrocketing, health outcomes are uneven,
and the patient experience is too often unacceptable. It’s time for a power
shift in health care. As a society, we have dramatically underestimated the
power of ordinary people to transform the system, to take care of their own
health, to help develop therapies, and to help solve massive public health
In the last 100
years, much has changed about our hospitals, health care professionals, and
In a time of reform, recession and reimbursement, rethinking
how we deliver patient experiences has become one of the biggest priorities
amongst hospital executives. Patients judge how well clinicians and physicians
communicate with them, how often their needs were attended and how comfortable
their care environment is.
So much evolution in the patient throughput and alignment
with changing models leaves gaps in the patient experience that often go
unnoticed until it shows up on a satisfaction survey or an error occurs.
“NO”, Europe can no longer afford its current healthcare
cost model as business as usual has killed the business. The time is right and
the conditions are in place for a revolution in health care delivery. We all by
now see the benefit of moving from a focus on disease care to maintaining
health and wellness. Now we have to design a new model with a new role for the
health care sector, one that moves beyond saving lives in crisis to improving
health while restoring ecosystems and regenerating social and natural capital.
As individuals age, thoughts about health and related decisions change the receptiveness to healthcare messaging.
EFFECTIVE BUSINESS STRATEGIES WITH GEN-Y:
■ Demonstrate how health behaviors can affect appearance, attractiveness or general fitness.
■ Appeal to their abilities to make smart, adult decisions and their awareness of how to live a healthy life.
■ Include social-responsibility aspects into campaigns; it can be effective, especially if they feel their own actions will make a difference.
Here are a few strategies that can help hospitals
manage their financials and stay more solvent in the process.
1. Benchmark productivity metricsby
looking within the hospital and making sure all departments are reaching their
productivity targets. These include average hourly labor rate, staff overtime
pay and several other financial metrics, including operating margin, total
margin, per capita cost, net patient revenue per equivalent discharge and more.
2. Reduce clinical variation through active
partnership with physicians.