Hospitals are under more pressure than ever. Demand keeps rising while budgets, beds and staff stay stretched. Leading Improvements and Organizational Excellence in Hospitals, edited by Professor Danny Samson of the University of Melbourne and published by Routledge, brings together senior healthcare leaders and researchers to show what actually works when improving hospital performance.
Bevington Partners is proud to have contributed a chapter on how hospitals can manage their operational processes for lasting improvement.
About The Book
Written for doctors, nurses, allied health professionals and non-clinical leaders, the book covers the frameworks and techniques behind both large-scale transformation and continuous improvement in healthcare. Most contributors are senior practitioners who have led hospital improvement programs themselves, so the focus stays firmly on what can be executed in a real hospital.
Across six parts it covers clinical governance and leadership, organisational culture, hospital systems and processes plus innovation and technology, finishing with frameworks for building organisational excellence.
“…the knowledge required to improve healthcare organisations, including their safety, quality, productivity and service levels.”
– Erwin Loh, President, Royal Australasian College of Medical Administrators
Our Chapter: Navigating The Labyrinth
Chapter 11, Navigating the Labyrinth: A Proven Sustainable Approach to Managing Healthcare Operational Business Processes in Challenging Times, is written by Tom Bevington, Anthony Giddings, Diana Bevington and Dr David Speakman.
[DRAFT – please confirm or replace with a summary of the chapter’s key points] The chapter looks at the hidden Noise in hospital operations: the chasing, follow-ups, rework and handoff delays that consume clinical and administrative capacity. It sets out how hospitals can make that work visible, prioritise the improvements that matter most and sustain the gains, drawing on the same thinking that underpins XeP3.
Dr Speakman, former Chief Medical Officer at the Peter MacCallum Cancer Centre, led the hospital’s CT scanning transformation, which cut the wait for a scan from 29 days to same-day. Watch Dr Speakman explain how it was done.
The Editor
Professor Danny Samson
Professor of Management, University of Melbourne
Professor Samson has taught and researched operations and supply chain management at the University of Melbourne for more than three decades. He is co-author of Implementing Strategic Change with Tom Bevington and a key ambassador of XeP3.
Want The Thinking Behind XeP3?
For the full methodology behind XeP3, read Implementing Strategic Change by Tom Bevington and Professor Danny Samson. To see how XeP3 can recover capacity in your hospital, visit our Healthcare page or talk to an expert.
