HSA 4192 FIU Urgent Healthcare Centers and Evidence Based Medicine Paper Answer the following THREE questions based on the information provided below 1: R

HSA 4192 FIU Urgent Healthcare Centers and Evidence Based Medicine Paper Answer the following THREE questions based on the information provided below

1: Read chapter one of the course textbook and use its concepts to discuss why the organization was formed. In general, this post should focus on what current challenges will it help solve, and what opportunities exist for the organization (from an overall healthcare landscape). However, there should be far more detail provided than just answering the above questions.
2: Discuss the history of organizations similar to yours. Try to especially focus on the following concepts from chapter 2: how data analytics will be used by your organization, project management, and your organization’s performance improvement philosophies.
3: Heavily dwell on how evidence-based medicine will be used when operating your organization. Feel free to focus on other points from chapter 3.
Description of the health organization formed below.

” Working in the healthcare industry one is exposed to a variety of things such as emergencies. But what is considered an emergency? When should an individual seek medical attention? Emergency conditions are when a serious, unexpected, life-threatening situation has occurred that requires immediate attention. An illness or injury that is not life-threatening and could wait the following day to be treated would require one to go to an urgent care which is what our group has chosen as our health care organization. Urgent care are centers that provide easy access to the public for quality healthcare. We are mainly open when primary care facilities are closed. One must seek medical treatment to our urgent care facility when there is an accident or fall, cuts that require stitching, respiratory difficulties like asthma, eye redness or irritation, x-rays or lab results, diagnostic services, fever or flu like symptoms, minor broken bones or fractures, back pain, cough or serve sore throat problems, skin rashes, ear infections, minor sprains or tore ligaments, urinary tract infections, ear wax removal, IV fluid treatment, or if one has nausea, vomiting, diarrhea or is dehydrated. We are equipped with hands on experienced medical doctors and nurses where we aspire to provide the highest and top-quality patient care. We are a small facility located in Broward with 25 rooms ready to assist anyone who arrives. Our wait time is less than 45 minutes and work with your insurance. We also accept individuals who are no insured. Our main goal is to provide the community the best patient access without denying anyone from treatment. For any medical problem that appears to be live threatening please dial 911 immediately. ”

Each post should be at least 350 word long but no longer than 500.
MAKE SURE TO ANSWER ALL THE QUESTIONS AS ANSWERED ABOVE AND ELABORATE IF NEEDED! *Text book will be included*
The posts should be grammatically correct.
Should specifically cite (in APA format) where information was borrowed from the course textbook (page numbers should be included with each citation) or any other credible source.
There should be at least two additional external sources (in addition to the course textbook) . External sources beyond two are welcome and encouraged. Daniel B. McLaughlin
John R. Olson
Healthcare
Operations
Management
Third EdiTion
AUPHA/HAP Editorial Board for Graduate Studies
Nir Menachemi, PhD, Chairman
Indiana University
LTC Lee W. Bewley, PhD, FACHE
University of Louisville
Jan Clement, PhD
Virginia Commonwealth University
Michael Counte, PhD
St. Louis University
Joseph F. Crosby Jr., PhD
Armstrong Atlantic State University
Mark L. Diana, PhD
Tulane University
Peter D. Jacobson, JD
University of Michigan
Brian J. Nickerson, PhD
Icahn School of Medicine at Mount Sinai
Mark A. Norrell, FACHE
Indiana University
Maia Platt, PhD
University of Detroit Mercy
Debra Scammon, PhD
University of Utah
Tina Smith
University of Toronto
Carla Stebbins, PhD
Des Moines University
Cynda M. Tipple, FACHE
Marymount University
Health Administration Press, Chicago, Illinois
Association of University Programs in Health Administration, Washington, DC
Your board, staff, or clients may also benefit from this book’s insight. For more information
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(312) 424-9450.
This publication is intended to provide accurate and authoritative information in regard to
the subject matter covered. It is sold, or otherwise provided, with the understanding that the
publisher is not engaged in rendering professional services. If professional advice or other expert
assistance is required, the services of a competent professional should be sought.
The statements and opinions contained in this book are strictly those of the authors and do not
represent the official positions of the American College of Healthcare Executives, the Foundation
of the American College of Healthcare Executives, or the Association of University Programs in
Health Administration.
Copyright © 2017 by the Foundation of the American College of Healthcare Executives.
Printed in the United States of America. All rights reserved. This book or parts thereof may
not be reproduced in any form without written permission of the publisher.
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Library of Congress Cataloging-in-Publication Data
Names: McLaughlin, Daniel B., 1945– author. | Olson, John R. (Professor), author.
Title: Healthcare operations management / Daniel B. McLaughlin and John R. Olson.
Description: Third edition. | Chicago, Illinois : Health Administration Press; Washington, DC :
Association of University Programs in Health Administration, [2017] | Includes bibliographical
references and index.
Identifiers: LCCN 2016046001 (print) | LCCN 2016046925 (ebook) | ISBN 9781567938517
(alk. paper) | ISBN 9781567938524 (ebook) | ISBN 9781567938531 (xml) | ISBN
9781567938548 (epub) | ISBN 9781567938555 (mobi)
Subjects: LCSH: Medical care—Quality control. | Health services administration—Quality control. |
Organizational effectiveness. | Total quality management.
Classification: LCC RA399.A1 M374 2017 (print) | LCC RA399.A1 (ebook) | DDC 362.1068—
dc23
LC record available at https://lccn.loc.gov/2016046001
The paper used in this publication meets the minimum requirements of American National
Standard for Information Sciences—Permanence of Paper for Printed Library Materials, ANSI
Z39.48-1984. ∞ ™
Acquisitions editor: Janet Davis; Project manager: Joyce Dunne; Cover designer: James Slate;
Layout: Cepheus Edmondson
Found an error or a typo? We want to know! Please e-mail it to hapbooks@ache.org, mentioning
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For photocopying and copyright information, please contact Copyright Clearance Center at
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Health Administration Press
Association of University Programs
A division of the Foundation of the American   in Health Administration
College of Healthcare Executives
1730 M Street, NW
One North Franklin Street, Suite 1700
Suite 407
Chicago, IL 60606-3529
Washington, DC 20036
(312) 424-2800
(202) 763-7283
To my wife, Sharon, and daughters, Kelly and Katie, for their love and support
throughout my career.
—Dan McLaughlin
To my father, Adolph Olson, who passed away in 2011. Your strength as you
battled cancer inspired me to change and educate others about our healthcare
system.
—John Olson
The first edition of this book was coauthored by Julie Hays. During the final
stages of the completion of the book, Julie unexpectedly died. As Dr. Christopher
Puto, dean of the Opus College of Business at the University of St. Thomas, said,
“Julie cared deeply about students and their learning experience, and she was
an accomplished scholar who was well respected by her peers.” This book is a final
tribute to Julie’s accomplished career and is dedicated to her legacy.
—Dan McLaughlin
and John Olson
BRIEF CONTENTS
Preface………………………………………………………………………………………….xv
Part I Introduction to Healthcare Operations
Chapter 1. The Challenge and the Opportunity……………………………..3
Chapter 2. History of Performance Improvement…………………………17
Chapter 3. Evidence-Based Medicine and Value-Based Purchasing…..45
Part II Setting Goals and Executing Strategy
Chapter 4. Strategy and the Balanced Scorecard……………………………71
Chapter 5. Project Management………………………………………………..97
Part III Performance Improvement Tools, Techniques, and Programs
Chapter 6. Tools for Problem Solving and Decision Making…………135
Chapter 7. Statistical Thinking and Statistical Problem Solving………167
Chapter 8.
Healthcare Analytics………………………………………………203
Chapter 9. Quality Management: Focus on Six Sigma………………….221
Chapter 10. The Lean Enterprise……………………………………………….255
Part IV Applications to Contemporary Healthcare Operations Issues
Chapter 11. Process Improvement and Patient Flow……………………..281
Chapter 12. Scheduling and Capacity Management……………………….323
Chapter 13. Supply Chain Management………………………………………345
Chapter 14. Improving Financial Performance with Operations
Management…………………………………………………………369
vii
viii
B rief Co n t ents
Part V Putting It All Together for Operational Excellence
Chapter 15. Holding the Gains………………………………………………….391
Glossary……………………………………………………………………………………..411
Index…………………………………………………………………………………………419
About the Authors…………………………………………………………………………437
DETAILED CONTENTS
Preface………………………………………………………………………………………….xv
Part I Introduction to Healthcare Operations
Chapter 1. The Challenge and the Opportunity……………………………..3
Overview…………………………………………………………………3
The Purpose of This Book…………………………………………..3
The Challenge…………………………………………………………..4
The Opportunity ………………………………………………………6
A Systems Look at Healthcare……………………………………..8
An Integrating Framework for Operations Management
in Healthcare………………………………………………………12
Conclusion……………………………………………………………..15
Discussion Questions……………………………………………….15
References………………………………………………………………15
Chapter 2. History of Performance Improvement…………………………17
Operations Management in Action……………………………..17
Overview……………………………………………………………….17
Background……………………………………………………………18
Knowledge-Based Management………………………………….20
History of Scientific Management……………………………….22
Project Management………………………………………………..26
Introduction to Quality…………………………………………….27
Philosophies of Performance Improvement…………………..34
Supply Chain Management………………………………………..38
Big Data and Analytics……………………………………………..40
Conclusion……………………………………………………………..41
Discussion Questions……………………………………………….41
References………………………………………………………………42
Chapter 3. Evidence-Based Medicine and Value-Based Purchasing…..45
Operations Management in Action……………………………..45
ix
x
Det a iled Co n te n ts
Overview……………………………………………………………….45
Evidence-Based Medicine………………………………………….46
Tools to Expand the Use of Evidence-Based Medicine……54
Clinical Decision Support………………………………………….59
The Future of Evidence-Based Medicine and Value
Purchasing………………………………………………………….62
Vincent Valley Hospital and Health System and Pay for
Performance……………………………………………………….63
Conclusion……………………………………………………………..64
Discussion Questions……………………………………………….64
Note……………………………………………………………………..64
References………………………………………………………………65
Part II Setting Goals and Executing Strategy
Chapter 4. Strategy and the Balanced Scorecard……………………………71
Operations Management in Action……………………………..71
Overview……………………………………………………………….71
Moving Strategy to Execution……………………………………72
The Balanced Scorecard in Healthcare ………………………..75
The Balanced Scorecard as Part of a Strategic
Management System…………………………………………….76
Elements of the Balanced Scorecard System………………….76
Conclusion……………………………………………………………..93
Discussion Questions……………………………………………….93
Exercises………………………………………………………………..94
References………………………………………………………………94
Further Reading………………………………………………………95
Chapter 5. Project Management………………………………………………..97
Operations Management in Action …………………………….97
Overview……………………………………………………………….97
Definition of a Project………………………………………………99
Project Selection and Chartering………………………………100
Project Scope and Work Breakdown………………………….107
Scheduling……………………………………………………………113
Project Control……………………………………………………..117
Quality Management, Procurement, the Project
Management Office, and Project Closure……………….120
Agile Project Management………………………………………124
Innovation Centers…………………………………………………125
D etailed C ontents
The Project Manager and Project Team……………………..126
Conclusion……………………………………………………………129
Discussion Questions……………………………………………..129
Exercises………………………………………………………………129
References…………………………………………………………….130
Further Reading…………………………………………………….130
Part III Performance Improvement Tools, Techniques, and Programs
Chapter 6. Tools for Problem Solving and Decision Making…………135
Operations Management in Action……………………………135
Overview……………………………………………………………..135
Decision-Making Framework……………………………………136
Mapping Techniques………………………………………………138
Problem Identification Tools……………………………………143
Analytical Tools……………………………………………………..153
Implementation: Force Field Analysis………………………..162
Conclusion……………………………………………………………163
Discussion Questions……………………………………………..163
Exercises………………………………………………………………164
References…………………………………………………………….165
Chapter 7. Statistical Thinking and Statistical Problem Solving………167
Operations Management in Action……………………………167
Overview: Statistical Thinking in Healthcare……………….167
Foundations of Data Analysis……………………………………169
Graphic Tools………………………………………………………..169
Mathematical Descriptions………………………………………174
Probability……………………………………………………………178
Confidence Intervals and Hypothesis Testing………………185
Simple Linear Regression………………………………………..192
Conclusion……………………………………………………………198
Discussion Questions……………………………………………..199
Exercises………………………………………………………………199
References…………………………………………………………….201
Chapter 8. Healthcare Analytics……………………………………………….203
Operations Management in Action……………………………203
Overview……………………………………………………………..203
What Is Analytics in Healthcare?……………………………….203
Introduction to Data Analytics…………………………………205
xi
xii
Det a iled Co n te n ts
Data Visualization………………………………………………….209
Data Mining for Discovery………………………………………214
Conclusion……………………………………………………………217
Discussion Questions……………………………………………..218
Note……………………………………………………………………218
References ……………………………………………………………219
Chapter 9. Quality Management—Focus on Six Sigma………………..221
Operations Management in Action……………………………221
Overview……………………………………………………………..221
Defining Quality……………………………………………………222
Cost of Quality………………………………………………………223
The Six Sigma Quality Program………………………………..225
Additional Quality Tools…………………………………………240
Riverview Clinic Six Sigma Generic Drug Project………..245
Conclusion……………………………………………………………250
Discussion Questions……………………………………………..250
Exercises………………………………………………………………250
References…………………………………………………………….253
Chapter 10. The Lean Enterprise……………………………………………….255
Operations Management in Action……………………………255
Overview……………………………………………………………..255
What Is Lean?……………………………………………………….256
Types of Waste………………………………………………………257
Kaizen………………………………………………………………….259
Value Stream Mapping……………………………………………259
Additional Measures and Tools…………………………………261
The Merging of Lean and Six Sigma Programs……………274
Conclusion……………………………………………………………276
Discussion Questions……………………………………………..276
Exercises………………………………………………………………277
References…………………………………………………………….277
Part IV Applications to Contemporary Healthcare Operations Issues
Chapter 11. Process Improvement and Patient Flow……………………..281
Operations Management in Action……………………………281
Overview……………………………………………………………..281
Problem Types………………………………………………………282
Patient Flow………………………………………………………….283
D etailed C ontents
Process Improvement Approaches…………………………….284
The Science of Lines: Queuing Theory ……………………..292
Process Improvement in Practice………………………………304
Conclusion……………………………………………………………318
Discussion Questions……………………………………………..319
Exercises………………………………………………………………319
References…………………………………………………………….320
Further Reading…………………………………………………….321
Chapter 12. Scheduling and Capacity Management……………………….323
Operations Management in Action……………………………323
Overview……………………………………………………………..323
Hospital Census and Rough-Cut Capacity Planning…….324
Staff Scheduling…………………………………………………….326
Job and Operation Scheduling and Sequencing Rules…..330
Patient Appointment Scheduling Models……………………334
Advanced-Access Patient Scheduling………………………….337
Conclusion……………………………………………………………341
Discussion Questions……………………………………………..341
Exercises………………………………………………………………341
References…………………………………………………………….342
Chapter 13. Supply Chain Management………………………………………345
Operations Management in Action……………………………345
Overview……………………………………………………………..345
Supply Chain Management………………………………………346
Tracking and Managing Inventory…………………………….347
Demand Forecasting………………………………………………349
Order Amount and Timing……………………………………..354
Inventory Systems………………………………………………….362
Procurement and Vendor Relationship Management…….364
Strategic View……………………………………………………….364
Conclusion……………………………………………………………
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