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Healthcare Process Redesign: A Case Study

Healthcare Process Redesign: A Case Study

Minh Huynh, Sal Agnihothri
Copyright: © 2000 |Pages: 23
ISBN13: 9781878289629|ISBN10: 1878289624|EISBN13: 9781930708556
DOI: 10.4018/978-1-878289-62-9.ch002
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MLA

Huynh, Minh, and Sal Agnihothri. "Healthcare Process Redesign: A Case Study." Healthcare Information Systems: Challenges of the New Millennium, edited by Adi Armoni, IGI Global, 2000, pp. 27-49. https://doi.org/10.4018/978-1-878289-62-9.ch002

APA

Huynh, M. & Agnihothri, S. (2000). Healthcare Process Redesign: A Case Study. In A. Armoni (Ed.), Healthcare Information Systems: Challenges of the New Millennium (pp. 27-49). IGI Global. https://doi.org/10.4018/978-1-878289-62-9.ch002

Chicago

Huynh, Minh, and Sal Agnihothri. "Healthcare Process Redesign: A Case Study." In Healthcare Information Systems: Challenges of the New Millennium, edited by Adi Armoni, 27-49. Hershey, PA: IGI Global, 2000. https://doi.org/10.4018/978-1-878289-62-9.ch002

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Abstract

In this chapter, we present key principles and the limitations of business process reengineering (BPR) in general, and the use of BPR in healthcare in particular. We then present a case study of reengineering a healthcare process. The purpose of this case study is to explore the reality of how a BPR project is initiated, formulated, and implemented in a hospital setting and how it can fail. In the final discussion, we analyze the possible reasons for the failure of the BPR project and discuss their implication to the implementation of BPR in general.

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