Fluent Essays

complete initial post and reply to my two classmates once you complete the initial post use_this_20.pdf busi_611.pdf Unformatted Attachment Preview Discussion boards are collaborative learning experiences. Therefore, the student is required to create a thread in response to the provided prompt for each forum. Each thread must be at least 600 words and demonstrate course-related knowledge. In addition to the thread, the student is required to reply to the threads of at least 2 classmates. Each reply must be at least 450 words. Each thread and reply must include a biblical integration and at least 2 peer-reviewed source citations, in addition to the course textbook, in current APA format. Content 70\% Thread Content Advanced Proficient Developing Not Present Points: 18 to 20 Points: 17 Points: 1 to 16 All key components of the Discussion Board Forum prompt are answered in the thread. Some key components of the Discussion Board Forum prompt are answered in the thread. Minimal key components of the Not Present Discussion Board Forum prompt are answered in the thread. Major points are supported by Major points are supported by Major points are supported by none of the following: • Reading & Study materials; all of the following: some of the following): • Reading & Study materials; • Reading & Study • Pertinent, conceptual, or • Pertinent, conceptual, or materials; personal examples; • • personal examples; Pertinent, conceptual, or Thoughtful analysis • Thoughtful analysis personal examples; (considering assumptions, • Thoughtful analysis (considering assumptions, analyzing implications, and analyzing implications, and (considering assumptions, comparing/contrasting comparing/contrasting analyzing implications, concepts); and • concepts); and and comparing/contrasting Two peer-reviewed source • Two peer-reviewed source concepts); and citations in current APA • Two peer-reviewed citations in current APA format, the text and the format, the text and the source citations in current integration of 1 biblical integration of 1 biblical APA format, the text and principle. principle. the integration of 1 biblical principle. Points: 0 Replies Content Points: 14 to15 Points: 13 Points: 1 to12 Points: 0 Contribution made to discussion with each reply expounding on the thread. Marginal contribution made to discussion with each reply slightly expounding on the thread. Minimal contribution made to discussion with each reply slightly expounding on the thread. Not Present Major points are supported by some of the following): • Reading & Study materials; • Pertinent, conceptual, or personal examples; • Thoughtful analysis (considering assumptions, analyzing implications, and comparing/contrasting concepts); and • Two peer-reviewed source citations in current APA format, the text and the integration of 1 biblical principle. Major points are supported by none of the following: • Reading & Study materials; • Pertinent, conceptual, or personal examples; • Thoughtful analysis (considering assumptions, analyzing implications, and comparing/contrasting concepts); and • Two peer-reviewed source citations in current APA format, the text and the integration of 1 biblical principle. Proficient Developing Major points are supported by all of the following: • Reading & Study materials; • Pertinent, conceptual, or personal examples; • Thoughtful analysis (considering assumptions, analyzing implications, and comparing/contrasting concepts); and • Two peer-reviewed source citations in current APA format, the text and the integration of 1 biblical principle. Structure 30\% Advanced Not Present Thread: Points: 2 Grammar and Proper spelling, grammar, and Spelling, APA APA format are used. formatting Points: 1.5 Points: 1 Points: 0 Marginal spelling, grammar, and APA format are used (1-3 errors are present). Minimal spelling, grammar, and Not Present APA format are used (4-5 errors are present). Thread: Word Count Points: 5 Points: 4 Points: 1 to 3 Points: 0 Required word count (at least 600 words) is met. Required word count (at least 600 words) is not marginally met (300–599 words). Required word count (at least 600 words) is not met (299 words or less). Not Present Replies: Points: 3 Grammar and Proper spelling, grammar, and Spelling, APA APA format are used. formatting Points: 2 Points: 1 Points: 0 Marginal spelling, grammar, and APA format are used (1-3 errors are present). Minimal spelling, grammar, and Not Present APA format are used (4-5 errors are present). Replies: Word Count Points: 5 Points: 4 Points: 1 to 3 Both replies are present and contain a sufficient word count (minimum 450 words each). Replies submitted, but 1 reply submitted with insufficient word count and/or only 1 reply has been submitted. Both replies submitted with Not Present insufficient word counts and/or only 1 reply has been submitted. Points: 0 SECOND EDITION HEALTH CARE OPERATIONS MANAGEMENT A Systems Perspective James R. Langabeer II, MBA, PhD Professor, Health Informatics, Management, and Emergency Medicine The University of Texas Health Science Center Houston, TX Jeffrey Helton, PhD, CMA, CFE, FHFMA Assistant Professor, Health Care Management College of Professional Studies Metropolitan State University of Denver Denver, CO World Headquarters Jones & Bartlett Learning 5 Wall Street Burlington, MA 01803 978-443-5000 info@jblearning.com www.jblearning.com Jones & Bartlett Learning books and products are available through most bookstores and online booksellers. To contact Jones & Bartlett Learning directly, call 800-832-0034, fax 978-443-8000, or visit our website, www.jblearning.com. Substantial discounts on bulk quantities of Jones & Bartlett Learning publications are available to corporations, professional associations, and other qualified organizations. For details and specific discount information, contact the special sales department at Jones & Bartlett Learning via the above contact information or send an email to specialsales@jblearning.com. Copyright © 2016 by Jones & Bartlett Learning, LLC, an Ascend Learning Company All rights reserved. No part of the material protected by this copyright may be reproduced or utilized in any form, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without written permission from the copyright owner. The content, statements, views, and opinions herein are the sole expression of the respective authors and not that of Jones & Bartlett Learning, LLC. 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Any individuals and scenarios featured in the case studies throughout this product may be real or fictitious, but are used for instructional purposes only. This publication is designed to provide accurate and authoritative information in regard to the Subject Matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the service of a competent professional person should be sought. Production Credits VP, Executive Publisher: David Cella Publisher: Michael Brown Associate Editor: Lindsey Mawhiney Editorial Assistant: Nicholas Alakel Production Manager: Tracey McCrea Senior Marketing Manager: Sophie Fleck Teague Art Development Editor: Joanna Lundeen Art Development Assistant: Shannon Sheehan Manufacturing and Inventory Control Supervisor: Amy Bacus Composition: Cenveo Publisher Services Cover Design: Kristin E. Parker Manager of Photo Research, Rights & Permissions: Lauren Miller Cover Image: © Steve Design/ShutterStock, Inc. Printing and Binding: Edwards Brothers Malloy Cover Printing: Edwards Brothers Malloy Library of Congress Cataloging-in-Publication Data Langabeer, James R., 1969- , author. Health care operations management : a systems perspective / James R. Langabeer, Jeffrey Helton.— Second edition. p. ; cm. Includes bibliographical references and index. ISBN 978-1-284-05006-6 I. Helton, Jeffrey, 1961-, author. II. Title. [DNLM: 1. Hospital Administration—methods. 2. Efficiency, Organizational. WX 157.1] RA971.3 362.11068—dc23 2014033878 6048 Printed in the United States of America 19 18 17 16 15 10 9 8 7 6 5 4 3 2 1 About the Authors Courtesy of James Langabeer II, PhD, MBA James R. Langabeer II, PhD, MBA Dr. James Langabeer is a professor of informatics, health care management, and emergency medicine at the University of Texas School of Public Health at Houston. He has spent most of his career focused on quality improvement and information technology in hospitals and health care. His career has involved hospital executive administration, information technology startups, management consulting, and health care research and teaching. Dr. Langabeer was the founding chief executive officer of Greater Houston Healthconnect (the regional health information network serving Southeast Texas) and helped move the organization from concept to reality. He was the executive vice president of a technology and consulting firm based in Boston that was widely touted as “best of class” in thought leadership on predictive modeling and business intelligence. He has lived and/or worked extensively in Boston, London, Paris, Rotterdam, and Tel Aviv, as well as Houston. He has served on the faculties of the University of Texas, Boston University, and Baylor College of Medicine. Dr. Langabeer has served as principal investigator on many national research projects. He has been funded by the American Heart Association, the U.S. Centers for Disease Control, Health and Human Services, and many other agencies and foundations. He has more than 85 publications that can be found in some of the highest-rated management and clinical journals such as the Journal of Emergency Medicine, American Heart Journal, Pediatrics, Health Care Management Review, Quality Management in Health Care, and Health Care Management Science. Dr. Langabeer earned his PhD from the University of Lancaster in England in management science, an EdD in leadership from the University of Houston, and an MBA from Baylor University. He is also an Emergency Medical Technician with Advanced Cardiac Life Support certifications, a Certified Management Accountant, and a Fellow in the Healthcare Information and Management Systems Society. Courtesy of Jeffrey Helton Jeffrey Helton, PhD, CMA, CFE, FHFMA Dr. Jeffrey Helton is an assistant professor of health care management at Metropolitan State University of Denver. He also holds an adjunct faculty appointment in health care management at The George Washington University and in health informatics at the University of Denver and health informatics at the University of Texas School of Biomedical Informatics. The majority of his career has been spent as chief financial officer for several health care systems across the United States, where he led several turnarounds of organizations previously in bankruptcy or receivership. During his career as a financial executive, he identified several operational challenges in hospitals and health plans that required development of staffing standards, labor management processes, and internal financial controls to restore financial stability to organizations. He has since supported other health care organization turnarounds as a consultant, assisting in the analysis of labor costs and development of labor control programs. As a part of his consulting work, Dr. Helton has also served as chief financial officer of the Disaster Housing Assistance Program on behalf of families displaced from their homes as a result of Hurricanes Katrina and Ike. As custodian for more than a quarter billion dollars in federal funds, he became a Certified Fraud Examiner and provided fraud prevention assistance to the agencies assisting victims of these natural disasters. He has also used his background in fraud detection to assist several health care organizations in developing fraud prevention and detection programs and has provided material support to many health care fraud prosecutions, resulting in multiple millions of dollars in recovered fraud losses. Dr. Helton is a Fellow of the Healthcare Financial Management Association, where he serves on its board of examiners. He also volunteers his financial management expertise to the Association of University Programs in Health Administration, where he serves on its finance committee and as treasurer of the Health Care Management Division of the Academy of Management and a member of the finance committee of the Colorado Association of USA Track and Field. He is a Certified Fraud Examiner and a member of the board of advisors for the Association of Certified Fraud Examiners. Dr. Helton is also a Certified Management Accountant. Dr. Helton earned his PhD in public health management from the University of Texas School of Public Health, an MS in hospital and health administration from the University of Alabama at Birmingham, and a BS in business administration from Eastern Kentucky University. He is a journal article reviewer for Healthcare Financial Management, Journal of Healthcare Management, Social Science and Medicine, and Journal of Public Health Management and Practice. Table of Contents List of Figures and Tables New to the Second Edition Preface PART I Chapter 1 Operations, Systems, and Financial Management Health Care Operations and Systems Management The Role of Health Care Operations Management Key Functions of Health Care Operations Management The Need for Operations Management Goals of the Operations Manager Competitive Advantage of Operations Factors Driving Increased Health Care Costs Learning from Other Industries Principles of Management The Scientific and Mathematical Schools of Management Management Decision Making Power and Decision Making in Health Care The Role of Technology Trends in Operations Management Chapter Summary Key Terms Discussion Questions Exercise Problems References Chapter 2 Health Care Marketplace Hospitals Are Big Business What Is a Hospital? Teaching Hospitals Hospital Business Operations Hospital Policies and Regulations Chapter Summary Key Terms Discussion Questions References Chapter 3 Health Care Finance for the Operations Manager How Hospitals Are Paid From Retrospective to Prospective Profit Margins Income Statements Income Statement Ratio Analysis Balance Sheet Working Capital Other Financial Ratios Cash Flow Statement Audited Financial Statements Debt in Health Care Implications for Operations and Logistics Management Chapter Summary Key Terms Discussion Questions Exercise Problems References PART II Quality and Productivity Management Chapter 4 Quality Management Choices for Operations Management: Tools and Techniques Process Process Maps Process Improvement Methodology Improving Service Quality Quality and Lean Processes Six Sigma Versus Lean Comparison Key Questions to Promote Dramatic Changes Chapter Summary Key Terms Discussion Questions References Chapter 5 Operations Research Methods Operations Research Management Decision Making A Brief History of Operations Research Operations Research Applied to Health Care Operations Research Applications De-bottlenecking Forecasting Patient Demand and Volumes Basic Principles of Forecasting Capacity Analysis Capacity Planning: Aligning Capacity with Demand Minimizing Wait Times Time and Motion Studies Improving Flows with Tracking Systems Bar Codes Radio Frequency Identification Chapter Summary Key Terms Discussion Questions Exercise Problems References Chapter 6 Productivity and Performance Management The Quest for Productivity Measurement Issues Single Versus Multiple Factors Common Hospital-Wide Productivity Metrics Improving Productivity Principles of Productivity Management Return on Investment: Capital Versus Labor Substitutions Staffing and Labor Scheduling Models Basics of Labor Hour Management Productivity and Performance Scorecard Chapter Summary Key Terms Discussion Questions Exercise Problems References Chapter 7 Operational Metrics in Health Care Organizations Input Measures for Operating Metrics Sources of Data for Operational Metrics Output Measures Common Operating Metrics Other Operational Metrics Using Operational Metrics Chapter Summary Key Terms Discussion Questions References Chapter 8 Basics of Project Management Defining Projects Power, Influence, and Project Management Project Success Key Phases of Project Management Change Management Rapid Prototyping Risks Involved in Project Management Departments of Performance Improvement Chapter Summary Key Terms Discussion Questions Exercise Problems References Chapter 9 Operational Planning Why Plan? The Planning Process Analyze Operations and Environment Generate Strategic Alternatives Breakeven Analysis Implement, Measure, and Revise Chapter Summary Key Terms Discussion Questions Exercise Problems References Chapter 10 Return on Investment Analysis Lack of Capital Investment Models in Health Care The Politics of Capital Investment Recommendations for Implementing a Capital Investment Approach Validating Return on Investment at Multiple Stages Calculating Return on Investment Time Value of Money Calculating Multiple Cash Flows Other Return on Investment Techniques Chapter Summary Key Terms Discussion Questions Exercise Problems References PART III Chapter 11 Supply Chain Management Supply Chain Management Defining Supply Chains Process Flows in Supply Chain Components in the Chain Business Processes in the Supply Chain Supply Chain Strategy for Hospitals and Health Care Patient (Customer) Demand Drives Supply Chains Demand Chains Principles of Supply Chain Management Strategy and Logistics Capabilities Efficient Versus Responsive Supply Chain Management Strategy Reverse Logistics Supply Chain Information Systems Evolution of Supply Chain Technology Recommendations for Supply Chain Management Technology Supply Chain Collaboration Sales and Operations Planning Objectives of Sales and Operations Planning The Basic Sales and Operations Planning Process Collaborative Planning, Forecasting, and Replenishment Objectives of Collaborative Planning, Forecasting, and Replenishment Collaborative Planning, Forecasting, and Replenishment Guidelines Collaboration Performance Metrics Chapter Summary Key Terms Discussion Questions References Chapter 12 Purchasing and Materials Management Materials Management Organization Culture of Materials Management Revenue Generation in Materials Management Optimizing Facility Layout and Design Cost Minimization Models Purchasing Purchasing Internal Controls Spend or Value Analysis Group Purchasing Organizations Trends in Hospital Purchasing Resources for Materials Professionals Customer Service in Materials Management Laundry and Linen Chapter Summary Key Terms Discussion Questions References Chapter 13 Inventory Management and Accounting Inventory and Its Role in Health Care The Costs of Supplies and Inventory Differences Between Supply Expense and Inventory Effect of Timing on Expenses Important Facts About Inventory Criteria for Inventory Valuation Methods Lower of Cost or Market ... 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