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Biomedical subjects

D J Slovensky

Publications and source records attributed to D J Slovensky.

8 recordsLinked to original sources
PubMed1997

Learning through simulation: the next dimension in quality improvement.

Simulation modeling offers several distinct gains in learning opportunities beyond traditional quality improvement tools. A simulation model captures complex, multivariate system components and replicates system operation in compressed time. The visual aspect enables workers to "see" the effect of proposed changes and thus eliminates much of the fear of failure typically associated with change. Most important, simulation permits design of a total solution, addressing interactions of all system components.

Alabama↗
PubMed1994

The process of managerial control in quality improvement initiatives.

The fundamental intent of strategic management is to position an organization with in its market to exploit organizational competencies and strengths to gain competitive advantage. Competitive advantage may be achieved through such strategies as low cost, high quality, or unique services or products. For health care organizations accredited by the Joint Commission on Accreditation of Healthcare Organizations, continually improving both processes and outcomes of organizational performance--quality improvement--in all operational areas of the organization is a mandated strategy. Defining and measuring quality and controlling the quality improvement strategy remain problematic. The article discusses the nature and processes of managerial control, some potential measures of quality, and related information needs.

Data Collection↗
PubMed1988

HCFA release of hospital specific death rates: where are we and where are we going?

This article reviews the public release of hospital-specific death rates by the Health Care Financing Administration in 1986 and 1987 and makes projections for the future of such releases. Among the topics covered are the reasons for such public releases, the significant problems associated with the release in 1986, modifications which reduced such problems in 1987, strategies employed by hospitals to anticipate and/or respond to public release, future projections regarding public release,and implications for medical record professionals.

Centers for Medicare and Medicaid Services, U.S.↗
PubMed1987

Public release of hospital specific death rates. Guidelines for health care executives.

Recent changes in the regulatory guidelines of the Freedom of Information Act have allowed greater public access to hospital specific data concerning Medicare patients. The result has been a significant increase in media attention to hospital outcomes, particularly death rate data. This article outlines the changes and potential problem areas, discusses how hospitals in Birmingham, Alabama were affected, and how they responded. Proactive strategies for managing the public release of hospital specific death rates are proposed as part of an ongoing quality management program.

Alabama↗
PubMedDate not supplied

Developing an outcomes report card for hospitals: a case study and implementation guidelines.

Except for a few state mandates and dominant business coalitions in selected markets, the provider report card initiative is a voluntary response to a perceived public desire for performance data on healthcare providers. This study uses a detailed investigation of a single "typical" case to collect information about one hospital's decision processes and the operational activities required to develop a report card for communicating clinical outcomes and financial indicators to its external stakeholders. Three research questions are addressed: How did the organization identify who its key stakeholders for outcomes information were? How were the stakeholders' outcomes information needs determined? What were the stakeholders' information needs and preferred reporting formats? The research findings are reported as a case study. A general model for developing and implementing a report card for public dissemination is proposed. Crucial steps include: Hospital leaders should define the intent of the report card and identify key performance domains. Stakeholders' needs, desires, and intended use of the information should be explored when determining the format of the report card. External validation of the information presented should be obtained. The report should be made available through several mediums including direct mailing, print media, and the Internet. Usefulness of the information included in the report card should be continually evaluated. The outcomes report card can be useful to organizations and their stakeholders in many ways. They provide information about clinical outcomes, cost-effectiveness, and organizational performance in an era when healthcare organizations are competing for marketshare and consumers are demanding to be informed about their healthcare providers.

Alabama↗
PubMedDate not supplied

Can academic group practices survive in managed care environments?

Managed care environments have proven difficult for most health care organizations. Academic medical group practices--also called faculty practice plans--in particular have faced enormous challenges in making strategic adaptations to rapidly evolving health care markets. Recent evidence suggests that academic practices have been less than successful in implementing strategies focused on cost leadership and affiliations with primary care physicians. This article asserts that academic group practices cannot succeed by copying strategies implemented by other medical group practices because they have dissimilar missions, organizational capabilities and environmental constraints. The authors use the TOWS matrix--an acronym for threats, opportunities, weaknesses and strengths--a decision analysis framework that integrates both organizational and environmental factors, to assist executives in strategically positioning academic group practices.

Academic Medical Centers↗