product line management
Summary: Management control systems for structuring health care delivery strategies around case types, as in DRGs, or specific clinical services.
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- Rosenblum D, Tomlinson D, Scott L. Bottom-feeding for blockbuster businesses. Harv Bus Rev. 2003;81:52-9, 139 pubmed..And they offer lessons other executives can use to do the same. ..
- Ronning P. The product line manager of the future, Part I: The winds of change. J Cardiovasc Manag. 2004;15:7-9 pubmed
- Sans P. bioMérieux's Philippe Sans translates challenges into delivery. Interview by Dottie Dunham. MLO Med Lab Obs. 2004;36:28-9 pubmed
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- Haugh R. Competition keeps getting hotter for ambulatory surgery. Hosp Health Netw. 2006;80:68-70, 72, 2 pubmed..Hospitals are exploring a variety of strategies to hold on to--and even expand--their share of the few profitable areas of health care today. ..
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- Shah N, Tullis E. What's involved in a program transfer between hospitals?. Leadersh Health Serv. 1992;1:37-42 pubmed..This article deals with the knowledge gained from the recent successful transfer of the Adult Cystic Fibrosis Program and its associated operating funds from one Toronto hospital to another. ..
- Karvonen S, Korvenranta H, Paatela M, Seppälä T. Production flow analysis: a tool for designing a lean hospital. World Hosp Health Serv. 2007;43:28-31 pubmed..Thus, a modern decentralized layout model for medical imaging was planned. Furthermore, PFA enables optimizing transfer routes for patients and also, e.g., lift capacity in the hospital. ..
- Rees T. New names add vitality to Florida, Pennsylvania healthcare providers. University Community Health, Guthrie Health unveil new logos. Profiles Healthc Mark. 2002;18:7-13, 3 pubmed..Petersburg, Fla. Guthrie Health, Sayre, Pa., is the new not-for-profit corporation formed by Guthrie Healthcare System and Guthrie Clinic, Sayre, Pa. Denver-based Monigle Associates spearheaded both branding campaigns. ..
- McGovern T, Keledjian L. The latest innovation in cardiovascular product line development: pocket EKG benefiting patients, physicians and payors. J Cardiovasc Manag. 2002;13:21-3 pubmed
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- Gill H, Walter D. Subacute care: an overview for acute care hospitals and systems. Hosp Technol Ser. 1994;13:1-27 pubmed..Therefore, development of subacute care within a hospital or health system may be viewed as a strategy for moving the organization into the future as well as offering a prudent financial strategy today. ..
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- Simons R. Designing high-performance jobs. Harv Bus Rev. 2005;83:54-62, 190 pubmed..Finally, you must adjust the span of support to ensure that the job or unit will get the informal help it needs. ..
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- Cone C, Feldman M, DaSilva A. Causes and effects. Harv Bus Rev. 2003;81:95-101, 118 pubmed..When the cause is well chosen, the commitment genuine, and the program well executed, the cause helps the company, and the company helps the cause. ..
- Larson L. Complementary and alternative medicine--a consumer CAM-paign. Trustee. 2006;59:12-4, 19-20, 1 pubmed..Complementary and alternative medicine (CAM) isn't just for the "New Age" set anymore-increasingly, patients are voting with their feet, choosing those institutions that offer CAM therapies. ..
- Town R. The welfare impact of HMO mergers. J Health Econ. 2001;20:967-90 pubmed..However, these welfare losses can be offset by large efficiency gains. The welfare consequences of HMO mergers turn less upon demand-side considerations than on the health plan's ability to realize efficiencies. ..
- Thomke S. R&D comes to services. Bank of America's pathbreaking experiments. Harv Bus Rev. 2003;81:70-9, 122 pubmed..The author describes the program's workings, its successes, and the obstacles the bank faced. The effort reveals what a true R&D operation might look like inside a service business, he concludes. ..
- Clancy K, Krieg P. Hooked on a feeling. Inspire consumers to choose your brand, with a compelling positioning strategy. Mark Health Serv. 2006;26:20-3 pubmed
- Tesch T, Levy A. Measuring service line success: the new model for benchmarking. Healthc Financ Manage. 2008;62:68-74 pubmed..Important issues in service line management and performance include: Defining a service line. Understanding the benefits. Measuring performance. Communicating with key audiences. ..
- Wong P, Dornan J, Ip R. The key to successful program planning. Leadersh Health Serv. 1993;2:25-8 pubmed..This article describes research into the traumatic brain-injured population at Toronto's Queen Elizabeth Hospital and discusses how this information can be used by health care administrators. ..
- Tarantino D. Is it time to stop using budgets to measure performance?. Physician Exec. 2007;33:65-7 pubmed
- O Dell S, LeGrow G, Little A. The next-generation health plan: customer responsiveness. Last of a series on health plans' evolution. Healthplan. 2003;44:63-6 pubmed
- Pine B, Gilmore J. Welcome to the experience economy. Harv Bus Rev. 1998;76:97-105 pubmed..Fourth, offer memorabilia that commemorate the experience for the user. Finally, engage all five senses--through sights, sounds, and so on--to heighten the experience and thus make it more memorable. ..
- Mitchell C. Selling the brand inside. Harv Bus Rev. 2002;80:99-101, 103-5, 126 pubmed..It is a fact of business, writes Mitchell, that if employees do not care about or understand their company's brands, they will ultimately weaken their organizations. It's up to top executives, he says, to give them a reason to care. ..
- Miller J, Galloway M, Coughlin C, Brennan E. Care-centered organizations: Part 1: Nursing governance. J Nurs Adm. 2001;31:67-73 pubmed
- Olson S. Success is in the details. Twenty real-world tips for managing your brand online. Mark Health Serv. 2003;23:20-5 pubmed
- Turnipseed W, Lund D, Sollenberger D. Product line development: a strategy for clinical success in academic centers. Ann Surg. 2007;246:585-90; discussion 590-2 pubmed..The key to successful implementation of the product line concept is a close working relationship between the hospital administration and service line medical leadership. ..
- Krentz S, Camp T. Taking a good look at the competition. Healthc Financ Manage. 2008;62:64-70 pubmed..Determine how important your core service area is to your competitors. Tap intelligence networks within your own organization. ..
- Murphy R. Built brand tough. A strong internal rollout takes just five steps. Mark Health Serv. 2007;27:29-31 pubmed
- Selden L, Colvin G. M&A needn't be a loser's game. Harv Bus Rev. 2003;81:70-9, 137 pubmed
- Stichler J. Healthcare hits its mark. Mark Health Serv. 2003;23:12-3 pubmed
- Larkin H. Capital & candor. To meet the needs of obese patients, hospitals change processes, equipment and attitudes. Hosp Health Netw. 2004;78:58-62, 2 pubmed..Innovative hospitals are even developing new service lines. ..
- Lambert C, Bunker S, Garrison L, Means M, Pepine C, Conti C, et al. An academic-community cardiovascular service line affiliation: design, implementation, and performance. Am Heart Hosp J. 2006;4:86-94 pubmed
- Hogan J. Look to the future and embrace the changes. Med Device Technol. 2006;17:30-1 pubmed..The positive aspects of change can be found using scenario-planning techniques. This article explores how these techniques can be a useful tool for establishing and testing a company's product development pipeline. ..
- Page A, Butler C, Bozic K. Factors driving physician-hospital alignment in orthopaedic surgery. Clin Orthop Relat Res. 2013;471:1809-17 pubmed publisher..Physicians and hospitals view each other as critical to achieving lower-cost, higher-quality health care. ..
- Eastaugh S. Hospital specialization: product-line planning during the market reformation. J Health Care Finance. 2011;38:71-82 pubmed..Such hospitals spread resources so thinly that many good departments suffer. Unit cost per case (DRG-adjusted) is higher in the less specialized hospitals. ..
- Beith C, Vaughan J. Capitalizing hidden values from hospital assets. Healthc Financ Manage. 2010;64:56-60 pubmed..A hospital that engages in such a transaction needs to ensure that the purchaser or joint venture partner will maintain the hospital's high standards of care and ethical principles. ..
- Ceronsky C. Creative models of spiritual care. As healthcare delivery changes, pastoral care departments must explore alternative staffing approaches. Health Prog. 1993;74:58-61 pubmed..As parishes' role in the healing ministry takes on new meaning, healthcare institutions' pastoral care staff can help initiate and develop new parish services or provide assistance that complements existing parish efforts. ..
- Dietz L. Opportunities lie beyond traditional value analysis. Mater Manag Health Care. 2008;17:28-32 pubmed
- Hallick J. Bringing cardiology services to a new market. A predictive index helps hospitals get to the heart of their customer base. Mark Health Serv. 2002;22:33-4 pubmed
- Scalise D. All pumped up over cardiology. Hosp Health Netw. 2002;76:50-3, 2 pubmed..However, the pressures to expand and the cost of swiftly changing technology put hospitals that are trying to keep up in a tight squeeze, which raises the question: is the pulse of change in cardiology too rapid? ..
- Schmidt R. Heart center implementation and start-up: the Parma Community General Hospital experience. J Invasive Cardiol. 2003;15:151-4 pubmed
- Matta N, Ashkenas R. Why good projects fail anyway. Harv Bus Rev. 2003;81:109-14, 134 pubmed..In taking an in-depth look at this project, and others, the authors show why this approach is so effective and how the initiatives are managed in conjunction with more traditional project activities. ..