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PubMed1995

Facility planning for small and rural hospitals.

As changes in health care delivery move faster than ever, small or rural hospitals are struggling in a catch-up mode. In order to reverse this trend, these facilities need to reassess their position in the marketplace and develop a flexible plan for responding to the needs. This document provides a model to help achieve the vision of the physical plant in its supporting role to the strategic vision for the hospital, as well as options in the business of caring in a variety of alternative caregiving and treatment environments.

Decision Making, Organizational↗
PubMedDate not supplied

Specimen processing: centralized or decentralized?

Specimen processing for the clinical laboratories of a large pediatric teaching hospital laboratory was centralized in 1991. A highly efficient service area evolved through reengineering and renovations and effected a 20% reduction in operating costs. Work flow analysis identified areas for improvements, renovations created a more efficient use of space, and staffing decreased from 18.4 to 8.5 FTEs without compromising service.

Centralized Hospital Services↗
PubMedDate not supplied

Thunder Bay Regional Hospital: an amalgamation.

Two acute care hospitals in Thunder Bay recently amalgamated into a single hospital. Acute care delivery in the region promises to be more efficient and less expensive, and the process has resulted in a hospital better able to absorb the 18 percent provincial funding cut announced last fall. This is an important step in developing a truly efficient and effective continuum of care in Thunder Bay, and an example of successfully meeting the challenges of delivering quality service on a tighter budget.

Aged↗
PubMedDate not supplied

Flattening the hierarchy. A hospital streamlines managerial layers to meet market demands.

In the early 1990s it became clear to the leaders of St. Edward Mercy Medical Center, Fort Smith, AR, that the traditional ¿functional¿ model of organization, on which their hospital was based, did not allow it to meet new market demands. A core group of managers was formed to design a new organizational model and engineer the move toward it. Analyzing the hospital's structure, the core group found that it had too many administrative layers above too many specialized departments. In 1994 the group decided to adopt a span-of-control model of organization, which would give St. Edward a higher ratio of workers per manager. In 1995 the core group streamlined the hospital's managerial layers, deciding there would be no more than five. It reduced the number of supervisory positions by 36, including one vice president's slot. No manager was fired, though some were reassigned. St. Edward's reorganization continues at present. The new structure, which has cut personnel costs, fosters more open communication and empowers its workers, leading them to think in terms of ¿us and our hospital¿ rather than ¿me and my department.¿

Arkansas↗
PubMedDate not supplied

How Hermann Hospital is saving resources through enterprise-wide reengineering.

Hermann Hospital, a 650-bed tertiary care facility and teaching hospital (Houston, TX), recognized the need for institution wide reengineering if they were to remain viable in a changing healthcare environment. Having already implemented total quality management (TQM) programs in various departments, Hermann wanted to provide a comprehensive line of healthcare services that worked cohesively with other areas, such as business development, community relations, and finance, and to do it competitively. Management knew that anticipated changes would require a holistic understanding of their system, so that reengineering efforts in one area didn't ¿break things¿ in another.

Cost Savings↗