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Intelligence. Applied.

Intelligence. Applied. . Pan African Health Conference Gallager Estate, Midrand , Gauteng Hospital Operations Management – What does it really take? by Dr Ashwin Hurribunce The IQ Business Group 16 th September 2010. Some general observations.

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Intelligence. Applied.

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  1. Intelligence. Applied. Pan African Health Conference Gallager Estate, Midrand, Gauteng Hospital Operations Management – What does it really take? by Dr Ashwin Hurribunce The IQ Business Group 16th September 2010

  2. Some general observations • We take for granted knowing what a hospital should do for society and therefore it would operate accordingly • The similarity between describing the business of a hospital and that of any other business seemingly escapes us • We seem to hold the care providers and other practitioners in hospitals in awe to the extent that it clouds the need for real accountability to prevail >

  3. So where does it leave.... • The primary benefactor of the services that hospitals should and can provide? • The complement of people entrusted with the management of the hospital? • The providers of goods and services to hospitals? >

  4. Non-hierarchical organisational framework OPERATIONS MANAGEMENT Value adding: 1 – 2 years Throughput time, Volume, Quality, Price/Cost. INPUT OUTPUT STRATEGIC MANAGEMENT Innovating: 1 – 5 years Desirable, feasible, Transferable, Systemic. Creating conditions for NORMATIVE MANAGEMENT Identity creating : >5 years Generative, Tolerant, Dialectical, Congruent Creating conditions for Hoebeke. Luc (1994) “Making work systems better” Wiley

  5. Drivers • Work systems • Transformation process • Process levels

  6. Work systems • This is a purposeful definition of the real world in which people spend effort in more or less coherent activities for mutually influencing each other and their environment • Do not confuse this definition with the actual reality beneath it. • It is a map, not the terrain or territory • It is the basic unit of operation usually encapsulating a function • The use of technology here is in the form of tools

  7. Transformation process • This expresses a basic purpose behind the work system and transforms a specified input into a specified output. • The output must contain the input that is transformed during the process. • It involves contributions from people who generate the need from those who produce relevant goods and/or services that fulfil the need. • Technology is the key enabler of this driver by catalysing productivity

  8. Process levels • A process of a higher order is one whose output creates conditions for the one of a lower order. • Processes can be differentiated into a hierarchy; this should not be confused with the organisational levels • Technology i.e. automating processes, can be a key catalyst to achieve standardisation, consistency and speed

  9. What is value? • Value (n) is the worth of something in terms of money or a tangible impact and/or effect – (quantity dimension) • Worth (adj) is having particular value that is likely to bring benefit, enjoyment or satisfaction (quality dimension)

  10. What is value? Clear and recognised impediments (barriers) to a clear understanding of and acceptance of value: • Functional silo-ing • Self-interested behaviour • Negative competition • Fuzzy definition of value and its drivers >

  11. Creating best value To achieve the appropriate focus of activities when Striving to create best value for clients • Controlling – improvements in efficiency through better processes i.e. ‘better, cheaper, surer’ • Competing – being responsive to pressures and signals from your environment and with delivering value consistently i.e. ‘create value now and every day’ • Creating – pursuing innovation in services i.e. ‘create the future’ • Collaborating – building organisational competencies and the right culture i.e. ‘sustaining the organisation through its culture and its people’ >

  12. A hospital business model DIRECTION OF BUSINESS INTELLIGENCE AND ANALYSIS IMPACT DIRECTION OF SOLUTIONEERING AND RESOURCING IMPACT

  13. Service delivery architecture HEALTH CARE PRACTITIONER INTERFACE PATIENT ADMINISTRATION STANDARDISATION CLINICAL DIAGNOSTIC SUPPORT CLINICAL MANAGEMENT SUPPORT CLINICAL ADMINISTRATION SUPPORT INTERCONNECTIVITY INTEROPERABILITY CLINICAL NURSING AND MEDICAL SERVICE DELIVERY INTEGRATED HYGIENE AND SAFETY DISPENSATION INTEGRATED SERVICE ORGANISATION INTEGRATED BACK OFFICE push

  14. Conclusion – Desired performance outcomes Right Things Right Consistently EFFICIENT Right Things For The Right Citizen Outcome EFFECTIVE Citizen Outcomes Affordable To The Fiscus ECONOMICAL Good Governance ETHICAL Lead Practice ELEGANT

  15. Intelligence. Applied. Contact Details: Dr Ashwin C. Hurribunce Email: ahurribunce@iqgroup.net Mobile: 082 5784859 Telephone: 011 2594000 Facsimile: 011 259 4111 Address: P.O. Box 4435 Rivonia 2128 Thank you

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