Main description:

Performance Improvement in Health Care Organizations reviews the literature on this important topic and presents a framework that synthesizes the factors associated with successful transformational performance improvement. The model the Model of Transformational Performance Improvement (TPI) comprises six key components: (1) determining and communicating a systemlevel goal, (2) developing and using systemlevel measures of performance, (3) understanding and managing interdependencies, (4) selecting a portfolio of projects aligned with systemlevel goals, (5) creating an engine for improvement, and (6) implementing, spreading, and sustaining improvements. Performance Improvement in Health Care Organizations is intended for two audiences: operations management scholars who conduct research on or teach about improvement in health care organizations and clinicians and health care leaders with knowledge about operations management techniques that can be leveraged to improve performance. Section 1 provides an overview of the U.S. health care system, discusses the need for a health care specific framework for improvement, and introduces key operations management concepts relevant for performance improvement.
Section 2 presents the Model of Transformational Performance Improvement. The authors also review other models for improvement and compare them to the TPI model. Sections 3 through 8 presents each of the six key components of the model and draws on case studies and empirical research to explain the components in more depth and provide examples of their implementation. Each component is also linked to relevant operations management literature streams. Section 9 examines common barriers to performance improvement that can be avoided by applying the framework and the operations management principles outlined in this monograph. Finally, Sections 10 and 11 provide ideas for future research and offer a conclusion.

Contents:

Introduction; Model of Transformational Performance Improvement; Determining and Communicating a Systemlevel Goal; Developing and Using Systemlevel Measures of Performance; Understanding and Managing Interdependencies; Selecting a Portfolio of Projects Aligned with Systemlevel Goals; Creating an Engine for Improvement; Implementing, Spreading, and Sustaining Improvements; Common Barriers to Successful Performance Improvement; Future Directions in Research on Performance Improvement in Health Care Organizations; Conclusion; Acknowledgments. References.