Distance-Constrained Force-Directed Process Mapping for MPSoC Architectures

Understanding the importance of purchasing operations and identification of opportunities to increase their sustainability through process mapping

Prosperitas ◽

10.31570/prosp_2020_01_4 ◽

2020 ◽

Vol 7 (1) ◽

pp. 43-52

Author(s):

Marinko Maslaric ◽

Vojin Petrovic ◽

Gabriel Fedorko ◽

Svetlana Nikolicic ◽

Dejan Mircetic

Keyword(s):

Process Mapping

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AB1131 STATISTICAL PROCESS CONTROL AND PROCESS MAPPING QUANTIFY THE EFFECTS OF HISTORICAL CHANGES TO THE CONNECTIVE TISSUE DISEASE TESTING ALGORITHM AND IDENTIFY AREAS FOR FUTURE IMPROVEMENT IN A LARGE DIAGNOSTIC IMMUNOLOGY SERVICE

Annals of the Rheumatic Diseases ◽

10.1136/annrheumdis-2020-eular.438 ◽

2020 ◽

Vol 79 (Suppl 1) ◽

pp. 1855.2-1855

Author(s):

M. Stevens ◽

N. Proudlove ◽

J. Ball ◽

C. Scott

Keyword(s):

Process Control ◽

Statistical Process Control ◽

Control Charts ◽

Similar Proportion ◽

Limiting Factor ◽

List Type ◽

Process Mapping ◽

Statistical Process ◽

Current Testing ◽

Testing Algorithm

Background:Pathology test turnaround times (TATs) are a limiting factor in patient flow through rheumatology services. Quality improvement (QI) methodologies such as Lean use tools including statistical process control (SPC) and process mapping to study the performance of the whole of a clinical pipeline, expose unnecessary complexity (non-value-adding activity), and streamline processes and staff roles.Objectives:Understand effects of changes made to CTD testing algorithm over last 12 years by measuring some of the effects on TATs. Model current processes and suggest changes to workflow to improve TAT.Methods:High-level flow diagrams of the current testing algorithm, and low-level process maps of analyser and staff processes were drawn.Activity and TATs (working days between report and booking date) for ANA, ENA, DNA and CCP tests were plotted as XmR control charts.Results:Finding 1: Largest referral laboratory does not currently operate a separate DNA monitoring workstream, resulting in unnecessary ANA and ENA testing (figure 1).Figure 1.Current testing strategy (left) and suggested improvement (right)Finding 2:Samples are handed off between 3 different lab benches, each of which may be staffed by a different staff member on a different day, and results processing involves handoff to a further 2 different staff members.Finding 3:ANA demand is close to capacity, ENA demand exceeds current capacity (table 1).Table 1.Demand for ANA, ENA and DNA tests, compared to capacityTestMedian Demand(tests/ day)Approx. Capacity(tests/ day)NotesANA74100Close to 80% recommended by the ILGsENA3836*Less capacity than demand!!DNA34100PlentyFinding 4:Stopping screening DNA requests on ANA result increased the number of DNA tests performed by about 10 samples per day (30%), but decreased turnaround time by a similar proportion (3.3 to 2.3 days, figure 2). It also reduced turnaround times of ANA and ENA tests.Figure 2.Control chart of average TAT of dsDNA antibodies by request dateConclusion:Typically for a QI project, the initially simple CTD testing pipeline has accumulated many changes made without consideration of whole system performance, and is now a struggle to run.Improvement ideas to be explored from this work include:Liaising with main referral lab to develop a DNA monitoring workstream to reduce unnecessary ANA and ENA testingReduce handoffs, sample journey around lab analysers, and staff hands-on time by:changing ANA test methodology to same as DNAcreating new staff roles (analyser operators to perform validation/ authorisation steps)Create more capacity for ENA testing by increasing the frequency of this test on the weekly rotaCreate more capacity for service expansion by running analysers at weekends (staff consultation required)Reduce demand on service by engaging and educating requestorsImprove TAT for DNA by:processing samples the day they are booked in, instead of 1 day laterauto-validating runs…using control charts to measure improvementDisclosure of Interests:None declared

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Mapping public value processes

International Journal of Public Sector Management ◽

10.1108/ijpsm-04-2013-0054 ◽

2014 ◽

Vol 27 (4) ◽

pp. 334-352 ◽

Cited By ~ 20

Author(s):

John Alford ◽

Sophie Yates

Keyword(s):

Public Sector ◽

Child Nutrition ◽

Process Mapping ◽

Public Value ◽

Public And Private ◽

Content Type ◽

The Public ◽

Public Managers ◽

Big Picture ◽

Comprehensive Framework

Purpose – The purpose of this paper is to add to the analytic toolkit of public sector practitioners by outlining a framework called Public Value Process Mapping (PVPM). This approach is designed to be more comprehensive than extant frameworks in either the private or public sectors, encapsulating multiple dimensions of productive processes. Design/methodology/approach – This paper explores the public administration and management literature to identify the major frameworks for visualising complex systems or processes, and a series of dimensions against which they can be compared. It then puts forward a more comprehensive framework – PVPM – and demonstrates its possible use with the example of Indigenous child nutrition in remote Australia. The benefits and limitations of the technique are then considered. Findings – First, extant process mapping frameworks each have some but not all of the features necessary to encompass certain dimensions of generic or public sector processes, such as: service-dominant logic; external as well internal providers; public and private value; and state coercive power. Second, PVPM can encompass the various dimensions more comprehensively, enabling visualisation of both the big picture and the fine detail of public value-creating processes. Third, PVPM has benefits – such as helping unearth opportunities or culprits affecting processes – as well as limitations – such as demonstrating causation and delineating the boundaries of maps. Practical implications – PVPM has a number of uses for policy analysts and public managers: it keeps the focus on outcomes; it can unearth a variety of processes and actors, some of them not immediately obvious; it can help to identify key processes and actors; it can help to identify the “real” culprits behind negative outcomes; and it highlights situations where multiple causes are at work. Originality/value – This approach, which draws on a number of precursors but constitutes a novel technique in the public sector context, enables the identification and to some extent the comprehension of a broader range of causal factors and actors. This heightens the possibility of imagining innovative solutions to difficult public policy issues, and alternative ways of delivering public services.

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