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Biomedical subjects

R C Bohlmann

Publications and source records attributed to R C Bohlmann.

32 records · Page 2Linked to original sources
PubMedDate not supplied

Marketing via extended hours.

Group practices that extend their hours of service have a competitive edge over hospital emergency rooms and commercial minor emergency clinics that traditionally are the only facilities to offer after-hours patient care. By answering the need in communities for extended-hours service, many groups are not only experiencing significant patient retention, but a generation of new patients as well.

Group Practice↗
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The 9 ingredients of high productivity.

At a time when many groups are experiencing financial trauma, it has become mandatory to step back and review some of the basics of medical group practice operation. A fundamental of paramount importance to every group practice is high productivity. Similarities have been observed in nine specific areas among groups that are ranked consistently in the upper ten percentile of productivity: marketing strategy, workload scheduling, management environment, physician compensation plan, clinic layout, systems and procedures, staff support of personnel management, ancillary departments, and financial management. By summarizing the common characteristics in these nine areas found in groups that are consistently highly productive, the author has mapped out a road to success. If your group is experiencing financial problems, or perhaps just experiencing more slippage than you would like to admit, this article provides the perfect opportunity for you to sit back, take stock, and zero in on areas that could use some work.

Efficiency↗
PubMedDate not supplied

The numbers game. Introducing a cost-reduction program.

When cost-reduction programs based on theory are introduced, they invariably trigger opposition. It is hard to object, however, to a program based on solid statistical data. A new statistical tool is now available which allows medical group managers to focus on the impact of change: the Group Practice Performance Evaluator (GPPE). Based on GPPE data, the possibilities for cost reduction in one significant area, human resources, are examined.

Cost Control↗
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Minimergers.

Explore the source record for details and available documents.

Group Practice↗
PubMedDate not supplied

Learn a lesson from industry. Future planning.

The future need not be viewed as gloomy. In fact, competition creates opportunity. The experience of the manufacturing industry during the last sixty years has been a foreshadowing for the healthcare industry. Successful corporations have emerged from the recession knowing exactly who they are, what their market is, and where they are going. The healthcare industry can learn a great deal from these experiences. The author offers seven steps to medical groups that wish to logically relate to their future.

Group Practice↗
PubMedDate not supplied

Hospital-affiliated practices reduce 'red ink'.

Many complain that hospital-group practice affiliations are a failed model and should be abandoned. The author argues for a less rash approach, saying the goal should be to understand the problems precisely, then fix them. Benchmarking is a good place to start. The article outlines the basic definition and ground rules of bench-marking and explains what resources help accomplish the task.

Benchmarking↗