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The Emotional Side of Lean: Change Management at ThedaCare

An organization may need to improve its processes, but if it does so without considering the emotions and concerns of its employees, those improvements will not yield the desired results.

Type: Case Studies  Topics: Employee Communications, Human Capital Management, Employee Communication, Employee Training & Development, Lean, Business Excellence, Quality, Employee Feedback Programs, Change Management, Organization and Management, Employee Satisfaction and Engagement, Process Improvement, Process  Processes: 12.4.1.10 Assess cultural issues, 12.4 Manage change, 12.4.1 Plan for change, 12.4.2.2 Develop change management plans, 12.4.2 Design the change, 12.4.3.2 Reengineer business processes and systems, 12.4.3 Implement change, 12.4.1.12 Identify barriers to change, 12.4.1.13 Determine change enablers  Industry: Healthcare 
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APQC's 2011 Process Conference Presentations and Slides (Collection)

APQC's 2011 Process Conference featured a variety of process management experts, who shared practical insights about how they do everything from process design and framework implementation to hosting Kaizen events ...

Type: Product Collection  Topics: Business Process Management (BPM), Business Excellence, Process, Process Improvement, Process Management  Processes: 1.1.3.1 Analyze organizational characteristics, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.2.4 Coordinate and align functional and process strategies, 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.2.5.1 Evaluate breadth and depth of organizational structure, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.3.2 Reengineer business processes and systems, 12.4 Manage change, 12.4.3 Implement change  Industry: Aerospace, Computers, Consulting/Consultants, Durable Goods, Electronics, Energy and Utility, Engineering, Government/Military, Healthcare, Instrumentation, Machinery, Machinery Equipment, Medical Equipment, Pharmaceutical, Professional Services/Business Services, Semiconductors, Telecommunication, Textile 
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Financial Planning and Analysis at Clarient Inc.

To satisfy shareholders, auditors, and boards of directors, organizations must provide granular analysis of past performance and reliable profitability forecasts.

Type: Case Studies  Topics: Accounting, Finance and Accounting, Forecasting, Planning, budgeting, and forecasting, Budgeting, Financial Analytics, Performance Management, Capital Planning/Allocation  Processes: 8.1.1 Perform planning/budgeting/forecasting, 8.0 Manage Financial Resources, 8.1 Perform planning and management accounting, 8.1.1.1 Develop and maintain budget policies and procedures  Industry: Healthcare 
  • Relevance: 66%
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The Human Development Value Stream

Organizations need to recognize the emotional side of Lean initiatives and bring that relational component into their practice of Lean.

Type: Presentations  Topics: Lean, Business Excellence, Quality, Change Management, Organization and Management, Safety and compliance, Human Capital Management, Employee Training & Development, Learning management systems  Processes: 1.1.3.5 Identify enterprise core competencies, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.4.1 Align stakeholders around strategic vision, 1.1.4 Establish strategic vision, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1.1 Establish performance measures, 12.1.1 Create enterprise measurement systems model, 12.4.2.3 Develop training plan, 12.4 Manage change, 12.4.2 Design the change, 12.4.3.1 Create commitment for improvement/change, 12.4.3 Implement change, 12.4.3.3 Support transition to new roles or exit strategies for incumbents, 12.4.1.12 Identify barriers to change, 12.4.1 Plan for change  Industry: Healthcare, Medical Equipment 
  • Relevance: 65%
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The Human Development Value Stream (Slides)

Organizations need to recognize the emotional side of Lean initiatives and bring that relational component into their practice of Lean.

Type: Presentations  Topics: Lean, Business Excellence, Quality, Change Management, Organization and Management, Safety and compliance, Human Capital Management, Employee Training & Development, Learning management systems  Processes: 1.1.3.5 Identify enterprise core competencies, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.4.1 Align stakeholders around strategic vision, 1.1.4 Establish strategic vision, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1.1 Establish performance measures, 12.1.1 Create enterprise measurement systems model, 12.4.2.3 Develop training plan, 12.4 Manage change, 12.4.2 Design the change, 12.4.3.1 Create commitment for improvement/change, 12.4.3 Implement change, 12.4.3.3 Support transition to new roles or exit strategies for incumbents, 12.4.1.12 Identify barriers to change, 12.4.1 Plan for change  Industry: Healthcare, Medical Equipment 
  • Relevance: 65%
  • Member Price: FREE
Process Framework in Action: How to Start a Common Language (Slides)

Implementing a process framework and aligning the business to it can seem like a huge and complicated task... because it is.

Type: Presentations  Topics: Business Process Management (BPM), Business Excellence, Process, Measurement Frameworks, Measurement, Process Design, Process Management, Organization Structures, Organization and Management  Processes: 1.1.3.2 Create baselines for current processes, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.2.4 Coordinate and align functional and process strategies, 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.2.5.2 Perform job-specific roles mapping and value-added analyses, 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 1.2.5.4 Perform organization redesign workshops, 1.2.5.5 Design the relationships between organizational units, 1.2.5.6 Develop role analysis and activity diagrams for key processes, 1.2.5.8 Migrate to new organization, 12.1.1 Create enterprise measurement systems model, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy, 12.2.6 Establish need for change, 12.2 Benchmark performance, 12.4.2.6 Establish metrics, 12.4 Manage change, 12.4.2 Design the change, 12.4.3.2 Reengineer business processes and systems, 12.4.3 Implement change, 12.4.1.12 Identify barriers to change, 12.4.1 Plan for change  Industry: Healthcare, Medical Equipment, Pharmaceutical 
  • Relevance: 64%
  • Member Price: FREE
  • Nonmember Price: Download FREE
Process Framework in Action: How to Start a Common Language

Implementing a process framework and aligning the business to it can seem like a huge and complicated task... because it is.

Type: Presentations  Topics: Business Process Management (BPM), Business Excellence, Process, Measurement Frameworks, Measurement, Process Design, Process Management, Organization Structures, Organization and Management  Processes: 1.1.3.2 Create baselines for current processes, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.2.4 Coordinate and align functional and process strategies, 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.2.5.2 Perform job-specific roles mapping and value-added analyses, 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 1.2.5.4 Perform organization redesign workshops, 1.2.5.5 Design the relationships between organizational units, 1.2.5.6 Develop role analysis and activity diagrams for key processes, 1.2.5.8 Migrate to new organization, 12.1.1 Create enterprise measurement systems model, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy, 12.2.6 Establish need for change, 12.2 Benchmark performance, 12.4.2.6 Establish metrics, 12.4 Manage change, 12.4.2 Design the change, 12.4.3.2 Reengineer business processes and systems, 12.4.3 Implement change, 12.4.1.12 Identify barriers to change, 12.4.1 Plan for change  Industry: Healthcare, Medical Equipment, Pharmaceutical 
  • Relevance: 64%
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Improving Health Care Processes and Quality of Care (Slides)

An industry that often sees itself as very different from other industries, health care can be resistant to "business process management."  Cameron Keyes explains how The Ottawa Hospital translated business process ...

Type: Presentations  Topics: Business Process Management (BPM), Business Excellence, Process, Change Management, Organization and Management, Process Improvement, Process Management  Processes: 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.3.2 Reengineer business processes and systems, 12.4 Manage change, 12.4.3 Implement change  Industry: Healthcare 
  • Relevance: 64%
  • Member Price: FREE
  • Nonmember Price: Download FREE
Improving Health Care Processes and Quality of Care

An industry that often sees itself as very different from other industries, health care can be resistant to "business process management."  Cameron Keyes explains how The Ottawa Hospital translated business process ...

Type: Presentations  Topics: Business Process Management (BPM), Business Excellence, Process, Change Management, Organization and Management, Process Improvement, Process Management  Processes: 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.3.2 Reengineer business processes and systems, 12.4 Manage change, 12.4.3 Implement change  Industry: Healthcare 
  • Relevance: 64%
  • Member Price: FREE
  • Nonmember Price: Download FREE
Performance Measurement in the Public Sector (Collection)

Measuring performance can be tricky, especially in public sector organizations, where policy typically enforces strict accountability.

Type: Product Collection  Topics: Performance Measurement, Business Excellence, Measurement, Measurement  Processes: 12.1.1 Create enterprise measurement systems model, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy  Industry: Energy and Utility, Government/Military, Healthcare 
  • Relevance: 61%
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