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Re-engineering: a prescription for hospitals.
1School of Business, Queen's University, Kingston, Ontario.
Healthcare Management Forum
|February 2, 1995
Summary
Hospital re-engineering offers a pathway to improved processes and customer satisfaction. This approach requires strong leadership, employee involvement, and a commitment to reinventing operations for better healthcare delivery.
Area of Science:
- Healthcare Management
- Organizational Change
- Process Improvement
Background:
- Business process re-engineering (BPR) is increasingly adopted by healthcare organizations.
- Traditional corporate applications of BPR are being adapted for hospital settings.
- Hospitals seek innovative methods to overcome outdated practices.
Purpose of the Study:
- To review the processes involved in hospital re-engineering.
- To discuss the implementation of re-engineering at Sunnybrook Health Science Centre.
- To highlight the critical role of leadership and customer focus in healthcare transformation.
Main Methods:
- Review of re-engineering principles and methodologies.
- Case study analysis of an implementation at Sunnybrook Health Science Centre.
- Examination of leadership commitment and employee involvement strategies.
Main Results:
- Re-engineering requires dedicated leadership and a focus on customer needs.
- Successful implementation involves reinventing process design.
- Post-transition management must differ from traditional approaches.
Conclusions:
- Hospital re-engineering is a viable strategy for significant organizational change.
- Strong leadership and employee engagement are crucial for successful re-engineering.
- Continuous adaptation of processes and management is necessary after re-engineering.