Designing support and administrative roles. Opportunities for changing non-clinical services.
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Admitting Department, Hospital↗
Biomedical subjects
D B Gendell
Publications and source records attributed to D B Gendell.
Process strategy teams--the transition from planning to detailed design.
Process Strategy Teams expedite the transition from planing to implementation by providing timely, consistent hospital-wide recommendations to the Implementation Teams. These Process Strategy Teams create a common direction. They facilitate the implementation process by eliminating rework, educating more people, creating more internal resources, and building restructuring leadership throughout the organization. While these Process Strategy Teams won't eliminate the tough decision-making required to move forward, they certainly can ease the burden of the Implementation Teams trying to operationalize a strategic restructuring plan.
Decision Making, Organizational↗
The value in "value added"--a tool for understanding your operations.
There are two roles a value added profile can play--as a communication tool and as a target for restructuring. As a communication tool, the profile very clearly shows the inefficiencies of the system and the resulting underutilization of employees. These messages establish for everyone the need for and urgency of change. If your organization is convinced of the need for change, the restructuring process is made easier. The other benefit of the profile is not as a benchmarking tool between institutions or even between bedside care areas of the same hospital. Rather, its real benefit is as a rule to measure progress towards a goal, and to identify when adjustments to the design need to be made.
Communication↗