title: How Hermann Hospital is saving resources through enterprise-wide reengineering.
abstract: Hermann Hospital, a 650-bed tertiary care facility and teaching hospital (Houston, TX), recognized the need for institution wide reengineering if they were to remain viable in a changing healthcare environment. Having already implemented total quality management (TQM) programs in various departments, Hermann wanted to provide a comprehensive line of healthcare services that worked cohesively with other areas, such as business development, community relations, and finance, and to do it competitively. Management knew that anticipated changes would require a holistic understanding of their system, so that reengineering efforts in one area didn't ¿break things¿ in another.
authors.affiliation: Hermann Hospital, Houston, TX, USA.
authors.forename: J
authors.initials: J
authors.lastname: Frazier
authors.forename: J W
authors.initials: JW
authors.lastname: Pferd
mesh_terms: D017046:Cost Savings; D017598:Efficiency, Organizational; D006746:Hospital Bed Capacity, 500 and over; D006754:Hospital Restructuring / Q000191:economics*; D006784:Hospitals, Teaching / Q000191:economics / Q000458:organization & administration*; D007324:Institutional Management Teams; D017146:Models, Organizational; D011357:Product Line Management; D013781:Texas; D017749:Total Quality Management