A new world - how do the exisiting healthcare providers sustain

With lots of new initiatives and projects, the healthcare organizations are facing a stiffer challenge to maintain and to increase the market share. New theories are developed, new organizational forms formulated, and all aims to tackle a single challenge: to improve the quality of care and reducing cost. For the existing providers to sustain in the market, the only realistic hope is by substantially improving care delivery by launching a revolution from within. It time for them to seriously think about redesign their service or what we call to do a service reengineering. They must refurbish themselves by revamping the organizational structure, their core clinical processes, management systems, and cultures supporting them so that they excel at performing three discrete tasks simultaneously: rigorously applying scientifically established best practices for diagnosing and treating diseases that are well understood; employing a trial-and-error process to deal with complicated or poorly understood conditions; and capturing and applying knowledge generated by day-to-day care. It should be noted that no single dominant design exists as each organization has its own unique structure, culture, and environment. More important than the specific designs are the four principles on which they are based: focus on the decisions, tasks, and workflows crucial to optimizing patient care; separate high- and low-variability care; reconfigure the supporting infrastructure and practices to match redesigned clinical processes; and design structure and processes to help organizations learn from their daily work. This post will follow with a deeper discussion of SLM's in healthcare. Yours Binu. Gopinathan