(McGraw-Hill: New York) -- The case studies throughout the book, Performance Improvement for Healthcare: Leading Change with Lean, Six Sigma, and Constraints Management (McGraw-Hill, 2011), illustrate successful performance improvement implementations that show how the combination of lean, Six Sigma, and constraints management, which is based on the theory of constraints (TOC), can solve the critical problems that prevent hospitals from being prepared for the changes required by the Affordable Care Act and the Accountable Care Organization (ACO) payment model.

The authors, Bahadir Inozu, Ph.D., Dan Chauncey, Vickie Kamataris, and Charles Mount, provide a scalable strategy for managing bottlenecks, eliminating waste, reducing errors, and containing costs in health care organizations, and they lay a framework for sustaining the gains achieved. This integrated approach using lean, Six Sigma, and constraints management has transformed hospital operations in terms of patient outcomes and experience, financial viability, and employee satisfaction.

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