Leadership & Management For The Health Care Industry

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The contemporary health care industry is making substantial efforts to deliver quality care and increasing credentials driven by competition among the organizations. The main objective is to deliver effective health care service proposes to build the management and leadership capacity of health care managers and practitioners. There are many criteria taken into consideration for managing health care organization, such as:

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Legislative role: The political & social factors influence on the productivity & accessibility of the health services. Higher medical costs reduces the utilization of services. Private insurance companies restraints from providing more benefits,& also increase premium rates. Non-insurers find difficulty to meet the expenses, & would be deprived of tertiary health care services. Private stake -holders expect profits from their investments, find hard to pay salaries to doctors & nurses, & ultimately derogate to invest in health industry. In such situations, managers or hospital administrators organise for public awareness camps, free consultation programs, special discount offers on investigative procedures, etc to attract customers/ patients.

Science & Technology: Involvement of technology & varied branches of science,such as, toxicology,bio-medical research bio-instrumentation, bio-materials, genetics, rehabilitation engineering, nutrition & diet, & others have accelerated the procedure of the diagnosis & treatment providing quality to life. Medical informatics provide services in various areas, such as, knowledge management, guidance on best practices, education of professionals, & the public,& the use of new communication & computer technologies. Electronic medical record services helps for easy creation, storage, retrieval & research of medical data. It proves remarkable advantage for telemedicine & medical tourism industry. Therefore analysis of outcome measures in comparison to knowledge & technology should prove cost-effective & efficient.

Organization structure: Operating standard equipments, sanitation, hygiene, availability of emergency & safety measures are essential components of hospital. The emerging science of quality management, such as, registered national hospital accreditation certificate, & international accreditation certification (JCAHO, JCI) has occupied the place of pride in hospitals. Six sigma approach for improving methodology, reducing variability & waste, giving greater patient satisfaction rates are highlighted for success.

Managing organization: Hospital administrator have to manage the hospital staff with varied behavioural & educational status.The dangers outcomes of strikes, facing contradictions of union leaders are the major risks involved. Relationship (transformational) leadership motivates & inspires the staff members to see the importance & rate value to the task. Participative leadership works best in circumstances of disasters, outbreaks of epidemics, etc.

Internet & social media: The easy availability of information & knowledge from various intelligent resources has rationally mandated issues, in case of medical negligence, malpractices, illegal procedures,& given power to redress the grievances of our citizens. Therefore, customer feedback reports helps gain goodwill & increase credentials of an organization.

The challenging role of hospital administrator deliberately attempts to make strategies,that principally devotes benefits of health care service to everyone.

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Par Level Vs Kanban Methods - Which One For Hospital Material Management?

Hospital - Par Level Vs Kanban Methods - Which One For Hospital Material Management?. The content is good quality and useful content, That is new is that you just never knew before that I know is that I even have discovered. Prior to the unique. It's now near to enter destination Par Level Vs Kanban Methods - Which One For Hospital Material Management?.

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We have uncovered an opportunity that could mean millions of dollars in savings to individual hospitals, and billions of dollars to the healthcare system nationally in the US and abroad. It has to do with how most hospitals manage supplies, medications and other materials.

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Many, maybe most, hospitals manage their inventory of supplies and medications using what is called a "par-level" method. It works like this: a stocking quantity is established for each item, the par level, based on average usage and a target number of days supply. We might, for example, set a goal of maintaining a two-day quantity of material for each supply item. As the material is actually used, we would bring the quantities "up to par" daily, by conducting a physical inventory and restocking the quantity that was consumed. The goal, sensibly, is to not run out of supplies while maintaining a tight control of storage space and inventory quantities. So far so good.

It is interesting to note that this par method of inventory control is not used in a world-class manufacturing environment, although a manufacturer certainly has the same needs and goals for inventory control as a hospital. The suggestion that we do a daily physical inventory for a large number of inventory items would be greeted with astonishment and ridicule. Many world-class manufacturing companies do not even conduct an annual inventory, by sustaining a high level of inventory accuracy through tight controls and cycle counting.

The method of choice in manufacturing for commonly used items is called Kanban. In a Kanban system, as with the par level method, we set a target quantity that we want to maintain. The principal difference is that instead of attempting to bring quantities "up to par" daily, in a Kanban system we set a fixed quantity that we will use to trigger the replenishment of inventory. In a "two-bin" kanban system, for example, we set up two quantities or bins of the same supply, and only refill a bin when it is empty. While the bin is being refilled, we have a second bin to cover usage during the replenishment cycle.

The Kanban method has seven main advantages over a Par-level system:

1. No daily counting is needed. We wait for a bin to be emptied and always replenish the same quantity. Not having to count can save hundreds or thousands of hours per year in most hospitals.

2. It reduces the number of resupply trips. Since we do not refill a Kanban bin daily, but instead wait for it to be empty, the number of replenishment trips can be reduced significantly. The number of replenishment cycles can be cut by 50% or more.

3. Replenishment quantities are fixed. The refilling process is greatly simplified by eliminating the need for counting required by the par system. If we know ahead of time what the refill quantity will be, the item can be stocked in that quantity.

4. It is easier to manage and improve. By tracking the time between replenishment, the stocking quantities can more easily be refined and adjusted over time. This continuous improvement is more difficult to accomplish if all quantities are refilled daily, in varying quantities.

5. Kanban reduces inventory. Experience proves that, with the same target coverage of supplies, a Kanban system will run with up to 50% less inventory than a par system.

6. It is easier to maintain replenishment discipline. Since they do not have to count all inventory locations, or eye-ball the empty bins, supplies handlers find it easier to identify and refill the empty bins, thereby substantially reducing the opportunities for shortages.

7. Kanban promotes good inventory management practices, while the par level does not. In fact, counting everything is essentially impossible and very labor intensive, and most par-level users simply "eye-ball" the bins without counting. Organization and housekeeping, "5S" in lean terms, is much easier to maintain.

For all of these reasons, Kanban is the method of choice for hospital material management, for much of the material that is procured and managed. The gains in productivity, reduced shortages and reduced inventory represent a multi-billion dollar opportunity for the industry.

I hope you obtain new knowledge about Hospital . Where you possibly can offer use within your everyday life. And just remember, your reaction is Hospital . View Related articles related to Hospital . I Roll below. I even have recommended my friends to assist share the Facebook Twitter Like Tweet. Can you share Par Level Vs Kanban Methods - Which One For Hospital Material Management?.

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Par Level Vs Kanban Methods - Which One For Hospital Material Management?

Hospital - Par Level Vs Kanban Methods - Which One For Hospital Material Management?

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Do you know about - Par Level Vs Kanban Methods - Which One For Hospital Material Management?

Hospital ! Again, for I know. Ready to share new things that are useful. You and your friends.

We have uncovered an opportunity that could mean millions of dollars in savings to individual hospitals, and billions of dollars to the healthcare system nationally in the US and abroad. It has to do with how most hospitals manage supplies, medications and other materials.

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About Hospital

We had a good read. For the benefit of yourself. Be sure to read to the end. I want you to get good knowledge from Hospital .

Many, maybe most, hospitals manage their inventory of supplies and medications using what is called a "par-level" method. It works like this: a stocking quantity is established for each item, the par level, based on average usage and a target number of days supply. We might, for example, set a goal of maintaining a two-day quantity of material for each supply item. As the material is actually used, we would bring the quantities "up to par" daily, by conducting a physical inventory and restocking the quantity that was consumed. The goal, sensibly, is to not run out of supplies while maintaining a tight control of storage space and inventory quantities. So far so good.

It is interesting to note that this par method of inventory control is not used in a world-class manufacturing environment, although a manufacturer certainly has the same needs and goals for inventory control as a hospital. The suggestion that we do a daily physical inventory for a large number of inventory items would be greeted with astonishment and ridicule. Many world-class manufacturing companies do not even conduct an annual inventory, by sustaining a high level of inventory accuracy through tight controls and cycle counting.

The method of choice in manufacturing for commonly used items is called Kanban. In a Kanban system, as with the par level method, we set a target quantity that we want to maintain. The principal difference is that instead of attempting to bring quantities "up to par" daily, in a Kanban system we set a fixed quantity that we will use to trigger the replenishment of inventory. In a "two-bin" kanban system, for example, we set up two quantities or bins of the same supply, and only refill a bin when it is empty. While the bin is being refilled, we have a second bin to cover usage during the replenishment cycle.

The Kanban method has seven main advantages over a Par-level system:

1. No daily counting is needed. We wait for a bin to be emptied and always replenish the same quantity. Not having to count can save hundreds or thousands of hours per year in most hospitals.

2. It reduces the number of resupply trips. Since we do not refill a Kanban bin daily, but instead wait for it to be empty, the number of replenishment trips can be reduced significantly. The number of replenishment cycles can be cut by 50% or more.

3. Replenishment quantities are fixed. The refilling process is greatly simplified by eliminating the need for counting required by the par system. If we know ahead of time what the refill quantity will be, the item can be stocked in that quantity.

4. It is easier to manage and improve. By tracking the time between replenishment, the stocking quantities can more easily be refined and adjusted over time. This continuous improvement is more difficult to accomplish if all quantities are refilled daily, in varying quantities.

5. Kanban reduces inventory. Experience proves that, with the same target coverage of supplies, a Kanban system will run with up to 50% less inventory than a par system.

6. It is easier to maintain replenishment discipline. Since they do not have to count all inventory locations, or eye-ball the empty bins, supplies handlers find it easier to identify and refill the empty bins, thereby substantially reducing the opportunities for shortages.

7. Kanban promotes good inventory management practices, while the par level does not. In fact, counting everything is essentially impossible and very labor intensive, and most par-level users simply "eye-ball" the bins without counting. Organization and housekeeping, "5S" in lean terms, is much easier to maintain.

For all of these reasons, Kanban is the method of choice for hospital material management, for much of the material that is procured and managed. The gains in productivity, reduced shortages and reduced inventory represent a multi-billion dollar opportunity for the industry.

I hope you obtain new knowledge about Hospital . Where you possibly can offer use within your evryday life. And most of all, your reaction is Hospital . Read more.. Par Level Vs Kanban Methods - Which One For Hospital Material Management?.

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