Capacity & process management
Leading and following units and resources
- Units do not work independently but are part of the process chain. Before patients
come to a unit, they have visited other units. A unit or resource can be characterized
as following unit or resource. A following unit has to adapt its opening hours to the
planning of preceding units. It cannot operate autonomously.
- Leading units or resource; are able to make their own schedule. They are the starting
point in patient pathways. Such as emergency care units, operating theatres, GPs.
Dedicated and shared resources
- Dedicated resources are assigned to a specific patient group. Such as a diabetes nurse
providing consultation to diabetes patients.
- Shared resource can be used by a wide range of patient groups. Such as a CAT scan is
an example of a shared resource.
- Bottleneck resource is that resource which is scarce in the system and limits the
overall output in the system. Bed capacity or nurse staffing could be bottlenecks.
Service management:
- Distinguish between production and operation management
- Specific characteristics.
Characteristics of services
- Intangible; you cannot pick it up
- Non transferrable ownership; niet overdraagbaar eigendom
- Service is what happening in the time slot -> this is non transferrable.
- Customer participation; required. The service is taken place between service supplier
and participator. Customer must be present at each step of the process (should come
to the hospital. This is different when you would buy a car (you don’t have to be
present at the production of the car).
, - Simultaneous creation and use; customer must be present at the same time as the
provider (the doctor).
- Heterogeneity: it is different between different customers and the same service
provider. Interaction between patient and provider is important.
- Perishable: you cannot keep it in stock. You cannot keep it in inventory. Het is beperkt
houdbaar.
- Service is an activity or series of activities of more or less intangible nature that
normally takes place in interactions between customer and service employees or
physical resources or goods, which are provided as solutions to customer problems.
The service package
Service package consists of implicit (feeling safe, comfortability) and explicit services
(providing care service -> what you can see).
➔ Information about patient process
➔ Facilitating good
➔ Supporting facility (room, equipment)
Operation management
- Control of activities involved in producing goods and providing services, and the study
of the best way to do this.
- Is about: beheersen. Ensuring the right things are available at the right moment.
Health service operations management
- Analysis, design, planning, and control of all the steps necessary to provide services
for patients in such a way that their needs are met, that service standards are met,
and resources are used efficiently.
, - Doing what the patient expects, doing what they need, and the efficient use of
resources.
Process- unit-network
- Unit: specific departments in organizations, performing a specific operation of the
same organization type. For one patient group.
- Process/chain: series of operations that need to be performed to produce a particular
service.
- Network: combination of units and chains performing operations for services for
several groups of clients.
Methodology; problem solving chain.
How to look at problems in health service operations management
- From the problem mess we try to make a Problem definition -> we start with analysis
and diagnosis (as well quantitative analysis as qualitative analysis) -> we use models
to analyze things: will lead to solution design. We have different scenarios for
solutions, which solution is the best. You cannot try things, you have first to think and
analyze and think about a solution. You think about all the solutions that can be made
and then you develop an intervention for the best solution. After all you evaluate
your intervention.
- It is about using models and analysis to facilitate learning before doing.
- From the problem mess you make a clear problem definition/statement.
- Then the analysis and diagnosis: a mixed method approach is often used in this field.
Financial management:
, - The linking pin between operations and financing
Financial management: the strategic planning, organizing, directing, and controlling of
financial undertakings within an organization. It involves the utilization and management of
financial resources to achieve the organization’s goals and objectives.
Balancing capacity and demand
- Levels of planning
- We have to plan divides in 3 levels:
• Strategic choices: be sure that we have enough resources available. All levels
determine what we have in the levels below. Availability of the right resources in
sufficient quantity.
• Tactical management: We allocate resources to people to different specialties of
patients groups.
• Operational planning: scheduling patients.
➔ All different levels: we have a smooth operation of planning.
Leading and following units and resources
- Units do not work independently but are part of the process chain. Before patients
come to a unit, they have visited other units. A unit or resource can be characterized
as following unit or resource. A following unit has to adapt its opening hours to the
planning of preceding units. It cannot operate autonomously.
- Leading units or resource; are able to make their own schedule. They are the starting
point in patient pathways. Such as emergency care units, operating theatres, GPs.
Dedicated and shared resources
- Dedicated resources are assigned to a specific patient group. Such as a diabetes nurse
providing consultation to diabetes patients.
- Shared resource can be used by a wide range of patient groups. Such as a CAT scan is
an example of a shared resource.
- Bottleneck resource is that resource which is scarce in the system and limits the
overall output in the system. Bed capacity or nurse staffing could be bottlenecks.
Service management:
- Distinguish between production and operation management
- Specific characteristics.
Characteristics of services
- Intangible; you cannot pick it up
- Non transferrable ownership; niet overdraagbaar eigendom
- Service is what happening in the time slot -> this is non transferrable.
- Customer participation; required. The service is taken place between service supplier
and participator. Customer must be present at each step of the process (should come
to the hospital. This is different when you would buy a car (you don’t have to be
present at the production of the car).
, - Simultaneous creation and use; customer must be present at the same time as the
provider (the doctor).
- Heterogeneity: it is different between different customers and the same service
provider. Interaction between patient and provider is important.
- Perishable: you cannot keep it in stock. You cannot keep it in inventory. Het is beperkt
houdbaar.
- Service is an activity or series of activities of more or less intangible nature that
normally takes place in interactions between customer and service employees or
physical resources or goods, which are provided as solutions to customer problems.
The service package
Service package consists of implicit (feeling safe, comfortability) and explicit services
(providing care service -> what you can see).
➔ Information about patient process
➔ Facilitating good
➔ Supporting facility (room, equipment)
Operation management
- Control of activities involved in producing goods and providing services, and the study
of the best way to do this.
- Is about: beheersen. Ensuring the right things are available at the right moment.
Health service operations management
- Analysis, design, planning, and control of all the steps necessary to provide services
for patients in such a way that their needs are met, that service standards are met,
and resources are used efficiently.
, - Doing what the patient expects, doing what they need, and the efficient use of
resources.
Process- unit-network
- Unit: specific departments in organizations, performing a specific operation of the
same organization type. For one patient group.
- Process/chain: series of operations that need to be performed to produce a particular
service.
- Network: combination of units and chains performing operations for services for
several groups of clients.
Methodology; problem solving chain.
How to look at problems in health service operations management
- From the problem mess we try to make a Problem definition -> we start with analysis
and diagnosis (as well quantitative analysis as qualitative analysis) -> we use models
to analyze things: will lead to solution design. We have different scenarios for
solutions, which solution is the best. You cannot try things, you have first to think and
analyze and think about a solution. You think about all the solutions that can be made
and then you develop an intervention for the best solution. After all you evaluate
your intervention.
- It is about using models and analysis to facilitate learning before doing.
- From the problem mess you make a clear problem definition/statement.
- Then the analysis and diagnosis: a mixed method approach is often used in this field.
Financial management:
, - The linking pin between operations and financing
Financial management: the strategic planning, organizing, directing, and controlling of
financial undertakings within an organization. It involves the utilization and management of
financial resources to achieve the organization’s goals and objectives.
Balancing capacity and demand
- Levels of planning
- We have to plan divides in 3 levels:
• Strategic choices: be sure that we have enough resources available. All levels
determine what we have in the levels below. Availability of the right resources in
sufficient quantity.
• Tactical management: We allocate resources to people to different specialties of
patients groups.
• Operational planning: scheduling patients.
➔ All different levels: we have a smooth operation of planning.
