Operations Management

Michael A. Lewis

ISBN 10: 1009325892 / ISBN 13: 9781009325899

Published by Cambridge University Press, 2026

About this Item

Druck auf Anfrage Neuware - Printed after ordering - Operations management has an important role in improving healthcare. Some of its core concepts and tools, such as Lean and statistical process control, have their own Elements in this series. In this Element, the authors offer an overview of three major topics in healthcare operations management: capacity and demand, focus, and people and process. They demonstrate how queuing theory reveals counterintuitive insights about capacity utilisation and waiting times, examine how strategic focus can achieve significant productivity gains while creating potential inequities, and explore why process improvements must account for human behaviours like multitasking and workarounds. Using practical examples, the authors illustrate both the critical role and the limitations of operations management against a backdrop of high demand and resource constraints. This title is also available as open access on Cambridge Core.

Seller Inventory # 9781009325899

Bibliographic Details

• Title: Operations Management
• Publisher: Cambridge University Press
• Publication Date: 2026
• Language: English
• ISBN 10: 1009325892
• ISBN 13: 9781009325899
• Binding: Taschenbuch
• Condition: Neu
• Dimensions: 229W x 152H x 3D millimeters 229 millimeters width by 152 millimeters height by 3 millimeters depth
• Weight: 69 grams

About this title

Synopsis

Operations management has an important role in improving healthcare. Some of its core concepts and tools, such as Lean and statistical process control, have their own Elements in this series. In this Element, the authors offer an overview of three major topics in healthcare operations management: capacity and demand, focus, and people and process. They demonstrate how queuing theory reveals counterintuitive insights about capacity utilisation and waiting times, examine how strategic focus can achieve significant productivity gains while creating potential inequities, and explore why process improvements must account for human behaviours like multitasking and workarounds. Using practical examples, the authors illustrate both the critical role and the limitations of operations management against a backdrop of high demand and resource constraints. This title is also available as open access on Cambridge Core.