The graph below contains sets of useful abilities/tools for running a hospital. Each black line connects a group of people to abilities and tools they use (solid black) or might use (dashed black). Every hospital will show a different set of connections for different persons, and this particular graph in no way represents every hospital. In one hospital, an industrial engineer might be an expert with strategic tools; in a different hospital, the CFO or a physician might have that ability. My point is that someone in the hospital needs these abilities, and the persons making the decisions for the hospital need access to those people and their thoughts. A good, modern communication and information system for accessing those thoughts would create a flatter corporate structure for tapping into the resources and abilities that are present.
Tags
- accounting
- administration
- Ambulatory Surgical Center
- anesthesia
- anesthesia residency
- anesthesiologist
- anesthesiology
- ASC
- board of directors
- board of directors data analysis
- business
- CEO
- cfo
- chairman
- cmo
- concept graph
- concept map
- constraints
- constraint theory
- COO
- cost accounting
- CRNA
- decisio
- decision algorithm
- deparment chairman
- dissatisfaction
- emotional intelligence
- finance
- flipping
- flip room
- FTE
- fungibility
- healthcare reform
- healthcare systems analysis
- healthcare systems engineering
- hospital
- hospital patient flow
- incentives
- information technology
- legal risk
- nurses
- operating room
- operating room efficiency
- operating room productivity
- operating theatre
- operations m
- operations management
- OR
- OR scheduling
- OR throughput
- PACU
- preOP
- revenue sharing
- risk
- risk management
- room flipping
- satisfaction
- schedule
- scheduling
- spc
- sqc
- surge
- surgeon
- surgery
- surgical case
- systems analysis
- systems engineering
- theory of constraints
- throughput
- throughput accounting
- toc
- TOT
- turn over time
- vice chairman