The Virtuous Circle of Process Redesign and the Health Care A3

2017 ◽  
pp. 43-46
Keyword(s):  
Health Care ◽  
Process Redesign

Methodological support for business process redesign in health care: a literature review protocol

2011 ◽  
Vol 15 (4) ◽  
pp. 119-126 ◽  
Author(s):  
R J B Vanwersch ◽  
K Shahzad ◽  
K Vanhaecht ◽  
P W P J Grefen ◽  
L M Pintelon ◽  
...  
Keyword(s):  
Health Care ◽  
Literature Review ◽  
Business Process ◽  
Business Process Redesign ◽  
Process Redesign ◽  
Review Protocol

Rapid Process Optimization

2016 ◽  
Vol 32 (2) ◽  
pp. 172-177 ◽  
Author(s):  
Jennifer L. Wiler ◽  
Kelly Bookman ◽  
Derek B. Birznieks ◽  
Robert Leeret ◽  
April Koehler ◽  
...  
Keyword(s):  
Health Care ◽  
Length Of Stay ◽  
Process Optimization ◽  
Process Improvement ◽  
Care Delivery ◽  
Health Care Systems ◽  
Process Redesign ◽  
Rapid Process ◽  
Left Without Being Seen ◽  
Care Systems

Health care systems have utilized various process redesign methodologies to improve care delivery. This article describes the creation of a novel process improvement methodology, Rapid Process Optimization (RPO). This system was used to redesign emergency care delivery within a large academic health care system, which resulted in a decrease: (1) door-to-physician time (Department A: 54 minutes pre vs 12 minutes 1 year post; Department B: 20 minutes pre vs 8 minutes 3 months post), (2) overall length of stay (Department A: 228 vs 184; Department B: 202 vs 192), (3) discharge length of stay (Department A: 216 vs 140; Department B: 179 vs 169), and (4) left without being seen rates (Department A: 5.5% vs 0.0%; Department B: 4.1% vs 0.5%) despite a 47% increased census at Department A (34 391 vs 50 691) and a 4% increase at Department B (8404 vs 8753). The novel RPO process improvement methodology can inform and guide successful care redesign.

Business process redesign in health care: towards a comprehensive methodological framework

2012 ◽  
Vol 16 (2) ◽  
pp. 48-48
Author(s):  
R. J. B. Vanwersch ◽  
K. Shahzad ◽  
K. Vanhaecht ◽  
P. W. P. J. Grefen ◽  
L. M. Pintelon ◽  
...  
Keyword(s):  
Health Care ◽  
Business Process ◽  
Methodological Framework ◽  
Business Process Redesign ◽  
Process Redesign

scholarly journals Organization of change agents during care process redesign in Swedish health care

2016 ◽  
Vol 5 (3) ◽  
pp. 20 ◽  
Author(s):  
Anna Williamsson ◽  
Andrea Eriksson ◽  
Lotta Dellve
Keyword(s):  
Health Care ◽  
Health Care Professionals ◽  
Driving Forces ◽  
Change Agents ◽  
Operative Management ◽  
Planned Change ◽  
Care Process ◽  
Process Redesign ◽  
Swedish Health Care ◽  
Management Concepts

Background: Swedish health care organizations (HCOs) are changing using management concepts such as Lean, in attempts of improving efficiency, quality of care and work environment. Since there are pre-conditional challenges for operative managers to engage in change, HCOs tend to assign supportive functions such as change agents (CAs) to facilitate change. Research on the use of CAs in HCOs is sparse, thus the aim of this study explores role assignments and conditions of formally appointed CAs contributing to care process redesign.Methods: A purposive sample of three Swedish hospitals initiating Lean-inspired care process redesign during 2010–2011 was done. In-depth interviews were held with fifty-one key functions during change. Focus group interviews were conducted with thirty-eight health care professionals. Data were analysed by content analysis.Results: Top managers’ goal was to have operative management responsible for change during care process redesign, with support from assigned CAs. Organizing of CAs varied concerning, e.g. their hierarchical positions, job descriptions and practices, and conditions to act as driving forces towards change. Being granted formal power, having earned legitimacy and credibility, clarity regarding roles and responsibilities in change; a good sense of timing and ability to build relationships and trust, were identified as beneficial for CAs to support change.Conclusions: Role assignment and organizing of CAs varies. A position closer to the operative levels, formalized and clarified responsibilities, earned legitimacy and timing support adaptation and alignment of planned change, such as Lean-inspired care process redesign.

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