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American Journal of Medical Quality
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Reengineering a Surgical Service Line: Focusing on Core Process Improvement

Diane L. Kelly, R.N.C, M.B.A

Alta View, Cottonwood, and LDS Hospitals (Intermountain Health Care), Salt Lake City, Utah 84143 USA

Stanley L. Pestotnik, M.S., R.Ph.

Alta View, Cottonwood, and LDS Hospitals (Intermountain Health Care), Salt Lake City, Utah 84143 USA

Mark Christopher Coons, M.P.A., F.A.C.H.E.

Alta View, Cottonwood, and LDS Hospitals (Intermountain Health Care), Salt Lake City, Utah 84143 USA

Joan W. Lelis, R.N., B.S.N.

Alta View, Cottonwood, and LDS Hospitals (Intermountain Health Care), Salt Lake City, Utah 84143 USA

Integrating principles from a variety of theory has led to the development of a conceptual framework for reengi neering in a clinical care delivery setting to improve the value of services provided to the customer. A conceptual framework involving the identification of three high level core processes to reengineer can provide clarity and focus for clinicians to begin directing reengineering ef forts. Those core processes are: clinical management of the patient's medical needs, patient operational processes to support the clinical processes, and administrative de cision-making processes to support the implementation of the clinical and operational processes. Improvement in any one of these areas has the potential to increase value, but the concurrent targeting of these core processes for reengineering has provided a synergy that has accelerated the achievement of the desired outcomes in the area of surgical services.]

American Journal of Medical Quality, Vol. 12, No. 2, 120-129 (1997)
DOI: 10.1177/0885713X9701200206
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