Cover
Dedication
List of Contributors
Preface
1. Framework Development
2. Overview of the Handbook
3. Reference
Glossary of Terms
Acknowledgements
Chapter 1: Organizational Structure
1. 1.1 Introduction to the Healthcare Industry
2. 1.2 Academic Medical Centers
3. 1.3 Community Hospitals and Physicians
4. 1.4 Conclusion
Chapter 2: Access to Healthcare
1. 2.1 Introduction
2. 2.2 Goals
3. 2.3 Opportunity for Action
Chapter 3: Market Design
1. 3.1 Introduction
2. 3.2 Matching Doctors to Residency Programs
3. 3.3 Kidney Exchange
4. References
Chapter 4: Competing Interests
1. 4.1 Introduction
2. 4.2 The Literature on Competing Interests
3. 4.3 Examples
4. 4.4 Summary and Future Work
5. References
Chapter 5: Quality of Care
1. 5.1 Frameworks for Measuring Healthcare Quality
2. 5.2 Understanding Healthcare Quality: Classification of the Existing OR/MS Literature
3. 5.3 Open Areas for Future Research
4. 5.4 Conclusions
5. Acknowledgments
6. References
Chapter 6: Personalized Medicine
1. 6.1 Introduction
2. 6.2 Sequential Decision Disease Models with Health Information Updates
3. 6.3 One‐Time Decision Disease Models with Risk Stratification
4. 6.4 Artificial Intelligence‐Based Approaches
5. 6.5 Conclusions and Emerging Future Research Directions
6. References
Chapter 7: Global Health
1. 7.1 Introduction
2. 7.2 Funding Allocation in Global Health Settings
3. 7.3 Inventory Allocation in Global Health Settings
4. 7.4 Capacity Allocation in Global Health Settings
5. 7.5 Conclusions and Future Directions
6. References
Chapter 8: Healthcare Supply Chain
1. 8.1 Introduction
2. 8.2 Literature Review
3. 8.3 Model and Analysis
4. 8.4 Discussion and Future Research
5. Appendix
6. Acknowledgment
7. References
Chapter 9: Organ Transplantation
1. 9.1 Introduction
2. 9.2 The Deceased‐Donor Organ Allocation System: Stakeholders and Their Objectives
3. 9.3 Research Opportunities in the Area
4. 9.4 Concluding Remarks
5. References
Chapter 10: Ambulatory Care
1. 10.1 Introduction
2. 10.2 How Operations are Managed in Primary Care Practice
3. 10.3 What Makes Operations Management Difficult in Ambulatory Care
4. 10.4 Operations Management Models
5. 10.5 New Trends in Ambulatory Care
6. 10.6 Conclusion
7. References
Chapter 11: Inpatient Care
1. 11.1 Modeling the Inpatient Ward
2. 11.2 Inpatient Ward Policies
3. 11.3 Interface with ED
4. 11.4 Interface with Elective Surgeries
5. 11.5 Discharge Planning
6. 11.6 Incentive, Behavioral, and Organizational Issues
7. 11.7 Future Directions
8. References
Chapter 12: Residential Care
1. 12.1 Overview of Home Care Delivery
2. 12.2 An Overview of Optimization Technology
3. 12.3 Territory Districting
4. 12.4 Provider‐to‐Patient Assignment
5. 12.5 Task Scheduling and Routing
6. 12.6 Perspectives
7. References
Chapter 13: Concierge Medicine
1. 13.1 Introduction
2. 13.2 Model Setup
3. 13.3 Concierge Option—No Abandonment
4. 13.4 Concierge Option—Abandonment
5. 13.5 Correlated Service Times and Waiting Costs
6. 13.6 MDVIP Adoption
7. 13.7 Research Opportunities
8. References
Chapter 14: Markov Decision Processes
1. 14.1 Introduction
2. 14.2 Modeling
3. 14.3 Types of Results
4. 14.4 Modifications and Extensions of MDPs
5. 14.5 Future Applications
6. 14.6 Recommendations for Additional Reading
7. References
Chapter 15: Game Theory and Information Economics
1. 15.1 Introduction
2. 15.2 Key Concepts
3. 15.3 Summary of Healthcare Applications
4. 15.4 Potential Applications
5. 15.5 Resources for Learners
6. References
Chapter 16: Queueing Games
1. 16.1 Introduction
2. 16.2 Basic Queueing Models
3. 16.3 Strategic Queueing
4. 16.4 Discussion and Future Research Directions
5. References
Chapter 17: Econometric Methods
1. 17.1 Introduction
2. 17.2 Statistical Modeling
3. 17.3 The Experimental Ideal and the Search for Exogenous Variation
4. 17.4 Structural Estimation
5. 17.5 Conclusion
6. References
Chapter 18: Data Science
1. 18.1 Introduction
2. 18.2 Three Illustrative Examples of Data Science in Healthcare
3. 18.3 Discussion
4. 18.4 Conclusions
5. References
Index
End User License Agreement

List of Tables

Chapter 04
1. Table 4.1 Frequency of different codes assigned to a true POA patient and a true HAI patient. : frequency of reported POAs, : frequency of reported HAIs. Assumption: and
Chapter 05
1. Table 5.1 Domains of the Donabedian Model and accompanying examples.
2. Table 5.2 Research papers related to Structure.
3. Table 5.3 Research papers related to Process.
4. Table 5.4 Research papers related to Outcome.
5. Table 5.5 Research papers related to Patient Experience.
6. Table 5.6 Research papers related to Access.
Chapter 12
1. Table 12.1 An overview and characterization of optimization technologies. The third column (“Scalability”) represents the typical problem size that is expected to be optimally solved within a reasonable amount of time, for example, several minutes to one hour, as of 2017.
2. Table 12.2 Majors factors that influence the wound healing process.
Chapter 13
1. Table 13.1 Burr distribution parameters and the mean and standard deviations of income distributions for various constituencies

List of Illustrations

Chapter 01
1. Figure 1.1 AMC Organizational Structures.
2. Figure 1.2 Fully‐Accredited Medical School Revenue by Source 136 Medical Schools, FY 2016. Source: Association of American Medical Colleges Analysis of LCME Part I‐A Annual Financial Questionnaire Data, https://www.aamc.org/data/finance/480314/figures1‐2.html.
3. Figure 1.3 AMC Clinical Department Funds Flow.
Chapter 03
1. Figure 3.1 Statistics using APD data (taken from Ashlagi et al.). The x‐axis represents the time interval between two match‐runs. Each plot, S1‐S3, stands for different prioritizations/weights assigned to pairs based on the patients' PRA.
2. Figure 3.2 Varying arrival rates using APD data (taken from Ashlagi et al.). (Left) The x‐axis represents the time interval between two match‐runs, and each plots represents a different arrival rate. (Right) The x‐axis represents the number of arrivals per year and y‐axis the fraction of matched pairs.
Chapter 05
1. Figure 5.1 The Donabedian Model.
2. Figure 5.2 A Framework based on AHRQ measures of quality.
Chapter 06
1. Figure 6.1 Decision model of first‐line treatment for DLBCL. (Note. Non‐GCB and ABC are used interchangeably)
Chapter 09
1. Figure 9.1 Total number of living organ donations over years. Based on OPTN data as of January 1, 2017.
2. Figure 9.2 The distribution of deceased‐donor transplants over organs in 2016. Based on OPTN data as of January 1, 2017.
3. Figure 9.3 Number of deceased‐donor kidney donations and new registrations to the waiting list over the years. Based OPTN data as of January 1, 2017.
4. Figure 9.4 Number of deceased‐donor liver donations and new registrations to the waiting list over the years. Based OPTN data as of January 1, 2017.
5. Figure 9.5 UNOS Regions, retrieved from http://optn.transplant.hrsa.gov
6. Figure 9.6 Number of deceased‐donor kidney donations and new registrations in 2016, and the size of the current waiting list over blood types. Based on OPTN data as of May 26, 2017.
7. Figure 9.7 Percent of adult wait‐listed patients, 2007, who received a deceased‐donor kidney transplant within five years, by DSA (Hart et al., 2017).
Chapter 11
1. Figure 11.1 From Shi et al. 2015, hourly arrival rate for various admission sources.
2. Figure 11.2 queueing model with discharge inspection(s) at time(s) . Adapted from Chan et al. (2016).
Chapter 12
1. Figure 12.1 Average number of clients visited per daily hour by the VHA Healthcare agency.
Chapter 13
1. Figure 13.1 Cumulative distribution of incomes in overall U.S., MDVIP, one rich ZIP code and one poor ZIP code areas.
2. Figure 13.2 The probability distribution functions determined by fitting the Burr distribution to incomes from the various constituencies.
3. Figure 13.3 The achievable pairs as a function of utilization for the four waiting cost distributions shown in Figure 13.1.
4. Figure 13.4 Optimal concierge fees and the additional revenues as a function of utilization for the four waiting cost distributions shown in Figure 13.1.
5. Figure 13.5 Reduction in total cost realized by the concierge customers as a function of utilization for the four waiting cost distributions shown in Figure 13.1.
6. Figure 13.6 Service provider additional revenues and concierge customers' surplus as a function of the concierge participation level for the four waiting cost distributions shown in Figure 13.1. Abandonment is allowed and utilization = 0.85.
7. Figure 13.7 Service provider additional revenues and concierge customers' surplus as a function of the concierge participation level for the four waiting cost distributions shown in Figure 13.1. Abandonment is allowed and utilization = 0.95.
Chapter 18
1. Figure 18.1 Data and information are the key drivers of healthcare decision‐making.
2. Figure 18.2 Smart and connected health.
3. Figure 18.3 Data science process.
4. Figure 18.4 Key steps in the analysis process.
5. Figure 18.5 Practice‐based clinical pathway development process (Zhang and Padman, 2015).

Copyright

This edition first published 2018

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Library of Congress Cataloging‐in‐Publication Data:

Names: Dai, Tinglong, editor. | Tayur, Sridhar, editor.

Title: Handbook of healthcare analytics : theoretical minimum for conducting

21st century research on healthcare operations / edited by Tinglong Dai,

Sridhar Tayur.

Description: Hoboken, NJ : Wiley, 2018. | Series: Wiley series in operations

research and management science | Includes bibliographical references and

index. |

Identifiers: LCCN 2018007641 (print) | LCCN 2018007950 (ebook) | ISBN

9781119300953 (pdf) | ISBN 9781119300960 (epub) | ISBN 9781119300946

(hardback)

Subjects: LCSH: Medical care–Data processing. | Medical care–Information

services. | BISAC: BUSINESS & ECONOMICS / Management Science.

Classification: LCC R858 (ebook) | LCC R858 .H3216 2018 (print) | DDC

610.285–dc23

LC record available at https://lccn.loc.gov/2018007641

Cover Design: Wiley

Cover Image: © marysuperstudio/Shutterstock

Healthcare markets are in need of redesign. This timely Handbook showcases what analytics have to offer.

–Alvin E. Roth, Nobel Laureate in Economics

Craig and Susan McCaw Professor of Economics, Stanford University

This project is a very smart move. This is the book I have been looking for. There are too many “one‐off” papers, but I get confused about the “big picture” in reading them. To build a stronger Operations Management community, we need to know context, research methods, issues, findings, and missing gaps.

–Christopher S. Tang

University Distinguished Professor, University of California, Los Angeles

Editor‐in‐Chief, Manufacturing & Service Operations Management

It is an impressive volume indeed and will hopefully get more bright minds to work on addressing the healthcare issues that so urgently need to be fixed.

–Nitin Nohria

Dean and George F. Baker Professor of Administration,

Harvard Business School

As a healthcare professional interested in analytics, especially as related to development of national health policy, I found that this work was able to expand my horizons.

–John P. Roberts, MD

Professor of Surgery, Division of Transplant Surgery

Endowed Chair in Abdominal Transplantation

University of California, San Francisco

Wiley Series in Operations Research and Management Science

Handbook of Healthcare Analytics

Copyright

List of Contributors