Evidence-Based Management, Reconsidered.

Reports of medical mistakes have splashed across newspapers and magazines in the United States. At the same time, instances of overuse, underuse, and misuse of management tactics and strategies receive far less attention. Tactics to increase health systems managers' participation in management research include training in evidence-based management, investment in management research projects, and implementing knowledge management systems.

Associations Between Lean IT Management and Financial Performance in US Hospitals.

Background And Objectives: To understand the relationship between Lean implementation in information technology (IT) departments and hospital performance, particularly with respect to operational and financial outcomes.

Methods: Primary data were sourced from 1222 hospitals that responded to the National Survey of Lean (NSL)/Transformational Performance Improvement, which was fielded to 4500 general medical-surgical hospitals across the United States. Secondary sources included hospital performance data from the Agency for Healthcare Research and Quality (AHRQ) and the Centers for Medicare & Medicaid Services (CMS).

Lean Performance Indicators and Facilitators of Outcomes in U.S. Public Hospitals.

Goal: This study investigated the association between Lean and performance outcomes in U.S. public hospitals.

Transformational Performance Improvement: Why Is Progress so Slow?

In this chapter, we identify three distinct transformational performance improvement (TPI) approaches commonly used to redesign work processes in health care organizations. We describe the unique components or tools that each approach uses to improve the delivery of health services. We also summarize what is empirically known about the effectiveness of each TPI approach according to systematic reviews and recent studies published in the peer-reviewed literature.

Managing Through a Pandemic: A Daily Management System for COVID-19 Response and Recovery.

Goal: This study explored the use of a Lean daily management system (DMS) for COVID-19 response and recovery in U.S. hospitals and health systems.