By Scott Goodwin
With a spotlight on functional program, starting with an industrialization overview that serves as education for the transitions, this workbook offers a close advisor to the advance and use of the 10 transitions which are seriously vital in assessing your organization's growth in relocating in the direction of the twenty first century healthcare version. --
summary: With a spotlight on sensible program, starting with an industrialization overview that serves as education for the transitions, this workbook presents an in depth advisor to the improvement and use of the 10 transitions which are significantly very important in assessing your organization's development in relocating in the direction of the twenty first century healthcare version
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Extra resources for Mapping the path to 21st century healthcare: the ten transitions workbook
As American industrial leaders worked through their wounded pride and financial losses and actually began to study Japan’s achievements, some of them recognized the value in what the Japanese had developed and the importance of organization-wide involvement in continuous quality improvement. Motorola, in particular, took the lessons to heart and began their own quality journey in the 1980s. Through the efforts of Bill Smith, Mikel Harry, and others, Motorola brought together the best of new quality thinking and added a special touch of their own.
With the hospital as the home for healthcare technology, physicians began to encourage their patients to go to the hospital for care. The costs of hospital care rose as the cost of technology increased, and patients struggled to find the means to pay for the care that now seemed very attractive. This became particularly acute during the Depression era of the 1930s, and patients needed new ways of managing payments. The American entrepreneurial spirit rescued healthcare with the idea of prepayments for hospital services to guarantee the availability of services in the event of illness or injury.
People dining at a restaurant do not flow or move from the table during the meal. The patient-customers remain in the room, and there is no visible evidence of flow during the time they are in the hospital. It is in these cases that the concept of flow becomes especially important because the progress of the patient toward discharge comes from changes in the patient-customer, but it is invisible to the people around the patient. With no way to know visible cues of the patient’s progress toward discharge, delays, and interruptions are difficult to see and improve.
Mapping the path to 21st century healthcare: the ten transitions workbook by Scott Goodwin