Productivity and Value
One of the most fundamental requirements of high-quality patient care is that it is timely and efficient. Unnecessary waits and sometimes harmful delays must be avoided, as must the wasting of valuable resources such as equipment, consumables and the time and energy of caregivers themselves. However, healthcare services face ongoing difficulties in providing sufficient capacity to deliver the right care, in the right place, at the right time. And as the global Covid-19 pandemic has vividly illustrated, the consequences of getting capacity decisions wrong are almost always serious and sometimes fatal.
This highly relevant course enables clinicians and managers to overcome capacity and productivity challenges using practical tools that can be put to work immediately to analyse the current operational performance of a healthcare facility or service; measure the gap between actual and desired performance and then make radical improvements. The course considers all four ‘levers’ of healthcare operations excellence – purchasing and supply, process technology, capacity and improvement – but places a particular emphasis on aligning capacity and demand in order to enhance patient flow – ie, the ability to treat patients quickly and efficiently, with minimal waits or delays, as they move through the stages of their care.
Delivered via IHLM’s online learning platform and through live interactive Zoom webinars you will become part of a global community learning how to transform patient flow together.
On completion of this course you’ll be able to:
This course is broken down into ten weekly modules:
This course should take approximately 4 – 6 hours per week. You can expect to devote about 1 – 2 hours per week to self-paced learning, 1 – 2 hours per week preparing for and participating in the webinar and 1 – 2 hours per week applying your knowledge through learning activities and mini-projects. Every webinar is recorded so you can rewatch it at any time.
This course will benefit anyone, whether they have a clinical or an administrative background, who manages or leads the day-to-day operations of a healthcare service or who plays a role in delivering operational excellence or optimising patient flow.
Upon successful completion of the course you’ll receive an:
Ready to start? Just click the ‘Register now’ button at the top of this page or use the ‘Ask us a question’ button if you’d like to talk to one of our course facilitators. The fee for this course is £995 per person. If you’d like to pay in instalments you can arrange this by contacting us at: email@example.com.
We provide discounts to organisations registering 3 or more staff in the course and can also provide a customised in-house version tailored to your organisation’s specific needs.
All registrations are subject to our terms and conditions which are available here. By registering for an IHLM course you are accepting these terms and conditions and agreeing to be bound by them.
In our opening module we explore what healthcare operations management is and why the performance it results in can make or break a healthcare organisation or service. The topics covered in this module include:
No healthcare service works in isolation: it is always dependent on a network of suppliers for everything from drugs and consumables to IT systems and diagnostic equipment. In our second module we discover how successful healthcare managers make important purchasing and supply decisions. The topics covered in this module include:
Technology has far too profound an impact on the delivery of healthcare services for decisions about its use to be left solely to technical specialists. In Module 3 we explore the role a healthcare manager should take in deciding what technologies to invest in and when to use them. The topics covered in this module include:
As the global Covid-19 pandemic has vividly illustrated, the fundamental challenge for every healthcare service is to provide sufficient capacity to meet patient demand. The consequences of getting capacity decisions wrong are almost always serious and sometimes fatal. In this module we therefore consider:
Improvement lies at the heart of healthcare operations. Healthcare services that habitually use improvement programmes to make care more timely, more efficient and more cost effective will achieve far better performance than those that don’t. In this module we therefore explore:
In Module 4, on capacity strategy, we discovered how important it is to be able to forecast patient demand and compare it with our service’s capacity. Now, in Module 6, we take a much deeper dive into this subject by learning techniques that can be used to measure and observe the current state of patient flow in our healthcare service. The topics covered in this module include:
Having measured and observed patient flow using techniques such as process mapping, Module 7 focuses on how to analyse and interpret this information. The topics covered in this module include:
In the last two modules we learned how to measure, observe and analyse the current state of patient flow. Now comes the hard part – managing and improving that flow. In this module we therefore consider:
We have learned a lot about how to measure, analyse and improve patient flow. But how have progressive healthcare providers used these techniques to transform patient flow in their services and institutions? In this module we will explore case studies illustrating how to improve patient flow in contexts such as:
* Case studies will be selected on the basis of their relevancy to the specific patient flow challenges programme members are presently trying to overcome.
The tools and techniques we have explored during this course will enable the numerate, analytical healthcare manager to identify and plan significant service improvements. But what are the softer ‘people skills’ they will need in order to overcome their colleague’s skepticism and get buy-in from stakeholders? In this final module we explore:
A comprehensive course for progressive healthcare providers and professionals who want to design and deliver more person-centred, compassionate and responsive care.
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Productivity and Value
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Productivity and Value
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Productivity and Value
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IHLM is deeply saddened by the death of Queen Elizabeth II. Her Majesty was patron of more than 600 charities, many of them in the field of health and medical care.