A hospital can be a private or public sector building where patients are admitted for acute treatment. On the other hand, a clinic is a hub of healthcare activity and a place where care providers interact with patients, prescribe medicine, and provide care instructions on what to do after leaving the clinic. Both sites have different and specific operational management needs and requirements. This book serves as a guide to new consultants, management engineers, administrators, and sales professionals seeking to assess simple clinics or medical practice operations.
In addition to providing important information about the various aspects of managing a clinic or medical practice, each chapter explains common operating practices seen today and gives some indication of good or better practices. To organize the chapter flow, the chapters are simplified into the typical flow of how a patient moves through the system from patient access to registration to discharge and is presented in a ‘Fact Finder’ format. In this format, the author answers important questions: What is a care team? What kind of physical space does the practice need? What about equipment and technology needs? Finally, the author concludes with key infrastructure concepts, such as leadership and management systems, integration into larger systems, and key measurements. All topics important to those working in or servicing the ambulatory market.
Table of Contents
About the Author. SECTION I Introduction. Chapter 1 - Why Write this book. Chapter 2 - How to Sse this Book. SECTION II Overview on Clinics Including the People and Payers. Chapter 3 - General Questions to Help Understand a Clinic or Medical Practice. SECTION III Patient Throughput, Patient Flow, and Capacity. Chapter 4 - Questions to Understand How Patients Access Care or Patient Access. Chapter 5 - Questions to Understand the Basics of the Clinic Capacity. Chapter 6 - Questions to Understand what Happens before the Patient Visits. Chapter 7 - Questions to Understand Location of a Clinic and a Location Strategy for the Clinic. Chapter 8 - Questions to Understand how Patients Arrive and Register. Chapter 9 - Questions to Understand How Patients get Roomed. Chapter 10 - Questions to Understand the Provider Exam and Provider Workflow. Chapter 11 - Questions to Understand Patient Discharge and Patient Treatment. Chapter 12 - Questions to Understand Patient Care Happening Between Visits. SECTION IV Key Capacity Concepts and Variables to Assess. Chapter 13 - Questions to Understand the Care Team. Chapter 14 - Questions to Understand Patient Scheduling and Provider Schedules. Chapter 15 - Questions to Understand How the Provider is the Capacity Constraint. Chapter 16 - Questions to Understand the Total Provider Capacity. Chapter 17 - Questions to Understand How Physical Space is Used and Managed. Chapter 18 - Question to Understand the Equipment and Technology Used. SECTION V Key Infrastructure Concepts. Chapter 19 - Questions to Understand Leadership and Management Systems. Chapter 20 - Questions to Understand the History of the Clinic. Chapter 21 - Questions to Understand the Strategy and Overall Challenges to Consider. Chapter 22 - Questions to Understand the Key Measurements. SECTION VI Closing. Chapter 23 - Conclusion and What’s Next? APPENDIX A Checklist of all Questions. Index.
Roger D. Gruneisen is currently a Principle Manager of Midmark Corporation’s Consulting Services where he manages the consulting business line, develops business and consulting products, and delivers consulting services for organizations wanting and needing to improve operational performance or support during Research and Development. He is a healthcare professional and business consultant with extensive experience in organizational change management, rapid operation assessments, and performance improvement.
Roger has a B.S. in Operations Research from the United States Military Academy and an M.S. in Operations Management from the University of Arkansas along with professional certifications and experience in Lean Six Sigma. He has served as a leader in the U.S. Army during wartime, and transitioned to GE where he learned operations management in tough commodity manufacturing environment, and in healthcare operations management, consulting, and performance improvement.