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Biomedical subjects

J R Griffith

Publications and source records attributed to J R Griffith.

61 records · Page 4Linked to original sources
PubMedDate not supplied

Labor productivity in hospitals.

Increased competition as a means of health care cost control has brought hospital productivity under scrutiny. Hospital personnel per adjusted census has been increasing. Productivity increases require active participation of workers at all levels, including doctors and trustees. Participation is its own powerful reward; external standards inevitably imply sanctions. Real gains in productivity require integration of clinical and nonclinical activities. These will also require reduced hospital employment. A four-step outline for increased productivity is included.

Efficiency↗
PubMedDate not supplied

Succeeding beyond the Year 2000: how to rise to the challenges of the new millennium. Interview by Jill L. Sherer.

Are you ready to take your organization into the 21st century? Do you fully grasp the implications of current and emerging trends in the field? Healthcare Executive talked with six healthcare experts and asked them what they saw as the greatest challenge for both executives and their organizations in the new millennium. Although the experts' opinions vary, their responses emphasize the importance of repairing old relationships and building new partnerships between those working in healthcare organizations, as well as bringing a consumer focus back to healthcare delivery.

Consumer Behavior↗
PubMedDate not supplied

A management tool for controlling the rate of non-acceptable inpatient hospital claims.

This paper demonstrates a tool for substantially improved monitoring of the validity of health insurance claims. Using a Bayesian regression model, we predict the probability of a non-acceptable claim (NAC) for each claim record and the expected number of NACs for any set of claims. When applied to a large set of hospital discharge claims, the tool shows a substantial improvement in the ability to estimate the actual number of NACs in the set. The tool permits ongoing monitoring of claims, more precise control, and a substantial reduction in audit cost in claims administration. It is conceptually applicable to other ongoing quality control systems, where inexpensively obtained information can be used to predict events that are costly to measure directly.

Bayes Theorem↗
PubMedDate not supplied

Championship management for healthcare organizations.

Stakeholders will put increasing pressure on integrated health systems (IHS) for measured performance, demanding data on quality and patient satisfaction, while simultaneously pressing for lower cost. The changes to Joint Commission on Accreditation of Healthcare Organizations (Joint Commission) and the growing importance of the National Committee on Quality Assurance (NCQA) are simply forerunners of an intensifying trend. Quality of care in particular will face increasing scrutiny. Achieving competitive targets in these areas will also require measures addressing demand and worker satisfaction. "Balanced scorecard" approaches will allow IHS and their accountable work groups to track performance on several dimensions and establish integrated goals or targets. Those with consistently good scores will be labeled "champions." Champions will support the multidimensional measures with improved decision processes. About eight major processes will be central--governance/strategic management, clinical quality, clinical organization, financial planning, planning and marketing, information services, human resources, and plant services. It is possible to map these processes to the criteria of the Joint Commission, NCQA, and Malcolm Baldrige Quality Award. The processes themselves can be measured and common weaknesses identified and corrected. Champions share some common characteristics that seem to arise from the combination of processes and measures. Among these characteristics are service line orientation, extensive partnering with other organizations, and the possibility of outsourcing organizational components.

Decision Making, Organizational↗
PubMedDate not supplied

Ensuring management excellence in the healthcare system.

We believe that if we improve healthcare management, we will improve quality, reduce cost, and open opportunities to expand access. The present support for healthcare management, however, needs improvement in every aspect. Beginning with attracting young people, progressing through entry education, continuing education, and the special preparation for senior management, what we need overall is a program of continuous improvement. We need specific goals, measures of how well we achieve those goals, and accountability for that achievement. We need programs that attract and reward excellence and that make mediocrity untenable. The purpose of this article is to identify and expand the elements of such a program.

Education, Continuing↗