18 levers for high-impact performance improvement : how healthcare organizations can accelerate change and sustain results /

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Bibliographic Details
Author / Creator:	Auton, Gary M., author.
Imprint:	Chicago, IL : Health Administration Press, [2018]
Description:	1 online resource (xvii, 402 pages)
Language:	English
Series:	ACHE management series Management series (Ann Arbor, Mich.)
Subject:	Medical care -- Quality control. Medicine -- Practice -- Finance. Medical offices -- Management. Medical care -- Evaluation. Health Services. Quality Control. Delivery of Health Care. Medical care -- Evaluation. Medical care -- Quality control. Medical offices -- Management. Medicine -- Practice -- Finance. Electronic books.
Format:	E-Resource Book
URL for this record:	http://pi.lib.uchicago.edu/1001/cat/bib/12018514

Hidden Bibliographic Details
Varying Form of Title:	Eighteen levers for high-impact performance improvement
ISBN:	9781567939965 1567939961 9781567939972 156793997X 9781567939989 1567939988 9781567939996 1567939996 9781567939958
Notes:	Includes bibliographical references. Print version record and CIP data provided by publisher; resource not viewed.
Summary:	Bridging the gap between performance improvement theory and its real-world application, this book applies systems engineering principles and methods to such critical topics as strategic growth, portfolio management, revenue cycle, and clinical utilization improvement. --
Other form:	Print version: Auton, Gary M. 18 levers for high-impact performance improvement. Chicago, IL : Health Administration Press, [2018] 9781567939958

Table of Contents:

Acknowledgments
Introduction
Part I. Performance Acceleration in Healthcare Organizations
Chapter 1. The Emerging Healthcare Business Model
Chapter 2. Assessing the Starting Point
Chapter 3. A New Framework for Healthcare Performance Improvement
Part II. Healthcare Performance Improvement Levers
Chapter 4. Improving Processes and Facilities
Chapter 5. Aligning Resources with Demand
Chapter 6. Leveraging the System
Chapter 7. Optimizing Nonlabor Expenses
Chapter 8. Improving Quality and Clinical Utilization
Chapter 9. Building Revenues
Chapter 10. Optimizing the Service Portfolio
Part III. Design, Implementation, and Performance Monitoring
Chapter 11. Structure and Process for Performance Improvement
Chapter 12. Leading Implementation
Chapter 13. Three Disciplines for Holding the Gains
Appendix A. Organizational Assessment Template for Performance Improvement Competencies
Appendix B. The 18 Performance Improvement Levers for Healthcare Systems
Appendix C. Application of Improvement Levers by Functional Area
References
About the Author.

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