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At least 163 records · Page 9Linked to original sources
PubMed1998

Foundations for a new tomorrow: how to bridge the gap in work force literacy.

U.S. companies face substantial challenges from abroad, and to meet these challenges they need workers who have the ability to learn on their own. Unfortunately, many workers lack the basic skills they must possess in order to respond to current and future changes. This article describes a new perspective on literacy in the workplace and presents a strategic approach to improving literacy. The approach includes determining what skills are truly needed, evaluating the current skill level of the work force, and tailoring education to meet the specific needs of particular groups of workers.

Costs and Cost Analysis↗
PubMed1997

Supplier certification modified for health care.

There have been numerous articles written in detail regarding industrial-based supplier certification programs. These programs generally concentrate on suppliers of raw materials. After reviewing them, it is difficult to visualize how these programs could support the ambulatory or inpatient operations of a healthcare institution. The University of Maryland Medical Center, a 747-bed teaching hospital in Baltimore, took on the challenge to adapt the supplier certification program to support its healthcare institution. After months of struggle, a program emerged by expanding the Medical Center's current process management philosophy, to include its suppliers. Documentation from the program developed by the Medical Center indicates the level of supplier support has increased. Through this certification program, the supplier is aware of the Medical Center's expectations and needs. In turn, the Medical Center has become aware of how its internal processes can hinder the supplier's operation. The supplier certification program has provided a valuable communication conduit. This article covers a brief summation of the industrial-based supplier certification program and how the University of Maryland Medical Center has adapted the program to support all its operations.

Certification↗
PubMedDate not supplied

Streamlining referrals.

Explore the source record for details and available documents.

Computer Communication Networks↗
PubMedDate not supplied

Goodbye to paperwork.

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Electronic Data Processing↗
PubMedDate not supplied

Standardization across multiple sites.

Standardizing products, procedures, and processes in clinical departments across multiple sites has significant potential for improving clinical outcomes, enhancing financial savings, and simplifying management processes. This is true whether a network of owned hospitals is working toward a full-scale clinical integration or a group of community hospitals is collaborating to gain cost efficiencies. By developing a functional team and designing a relatively simple program, the results can be very rewarding. The author describes some of the basic principles in designing a standardization program and cites some examples of successful programs as well as listing some pitfalls to be avoided along the way.

Capital Expenditures↗
PubMedDate not supplied

Physician credentialing. A centralized verification system.

The current system for credentialing physicians in the U.S. is staggeringly redundant, prone to error, and expensive. The process for establishing a recent graduate's practice can involve an average of five applications to have privileges at several hospitals and HMOs. A centralized verification system needs to be developed to streamline this process. The amount of information that would have to be stored for all physicians in the country would be immense. However, the technology currently exists to store such information on a much grander scale. Credit unions, banks, and insurance companies utilize such computer systems effectively and with reasonable confidentiality.

Costs and Cost Analysis↗
PubMedDate not supplied

Work redesign and implementation: staff perspectives.

This article discusses how the process used to move an organization through redesign has changed drastically by involving all levels of clinical staff. We describe one hospital's recent redesign experience, explore nursing involvement throughout the process, and document lessons learned from staff in many institutions who have participated in redesign at their hospital. This article discusses why hospitals are willing to go through this massive change process, the process steps and data required to reach redesign goals, and the need to measure success and articulate postimplementation measurements. Most important, the theme of the article relies on advice from nurses who have participated in redesign at their hospital.

Decision Trees↗