Abstract
The operation of any physician practice is a complicated process with many different functions and systems. Though frequently overlooked, operations improvements and efficiencies are possible if a participative, process-oriented approach is used. An actual case study of a "hospital system-owned" primary care physician group practice is presented. The methods of analysis and specific actions for improvement in operational efficiency and quality are described in detail. Opportunities for cost reduction, increased revenues, and increased patient and physician satisfaction are identified.