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Hospital Process Orientation Modeling & Mobile Communication. 2006 -2007 Research proposal by University of Brasilia, Prof. Guillermo Asper, Ph.D. Visiting scholar at Daniel J. Epstein, to perform research with Prof. Maged Dessouky

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Hospital Process Orientation Modeling & Mobile Communication.

2006 -2007 Research proposal

by University of Brasilia,

Prof. Guillermo Asper, Ph.D.

Visiting scholar at Daniel J. Epstein, to perform research with Prof. Maged Dessouky

Department of Industrial and Systems Engineering. University of Southern California, Los Angeles, California

slide2

A possible research issue:

Mobile Technology an Enabler of

Client Centered Organizations:

--The case of LAC+USC: Endoscopy and Gastroenterology.

Research Projects Site: L A County-USC Medical Center

objectives first enhance collaborative strategies capabilities
Objectives, FirstEnhance collaborative strategies capabilities:
  • a) Inform and structure

efforts for healthcare related stakeholderes to prioritize strategic hospital processes.  Therefore choosing and object helpful to enhance client center perspective, therefore increasing client centered quality.

objectives first enhance collaborative strategies capabilities1
Objectives, FirstEnhance collaborative strategies capabilities:

b) Effectively support stakeholders – including physicians, patients, healthcare government agencies, HMOs and hospital nurses -- to identify a best practice model, helpful to perceive the client centered perspective value.

objectives second expand vision sharing of service intangible objects
Objectives, SecondExpand vision sharing of service intangible objects:
  • a)Demonstrate,

within an implementation diffusion strategy, how Use Cases models can be helpful to perceive the intangible.

use case
Use Case
  • A technique for capturing the functional requirements of a process. Each use case provides a scenario that convey how the process should interact with the actors to achieve a specific organizational goal or function.
objectives second expand vision sharing of service intangible objects1
Objectives, SecondExpand vision sharing of service intangible objects:
  • b)Develop
    • a set of experimental cases, around the chosen process, seeking to enhance client center perspective.
    • An As-Is model based on real life data statistically significant. A sample of aproximately 100 individuals in a particular location, according to project scope. 
    • And then a To-Be model as an enabling device to pursue client centered process view.
tool box towards persistent improvement of radical changes
Tool Boxtowards persistent improvement of radical changes
  • Dr. El Sawy’s BPM framework
  • WebSphere, IBM Software, Process Modeler and Monitor
  • Method applied will follow steps such as:
  • a) Model and simulate process.
  • b) Define organizational measures.
  • c) And Monitor the application to observe KPI for improvement.
slide9

Tool Boxtowards persistent improvement of radical changes

  • Method applied will follow steps such as:
  • - a) Model and simulate process.
slide10

Tool Boxtowards persistent improvement of radical changes

Method applied will follow steps such as:- b) Define organization measures.- c) Monitor the application to observe key performance indicators (KPI).

project development step by step
Project Development Step by Step
  • Reestructuring and reconfiguring processes:
    • #1 Remove waste, simplify, and consolidate similar activities;
    • #2 Squeeze out waiting time in process links to create value;
    • #3 Let the swiftest and most able enterprise execute;
    • #4 Flex the process for any time, any place, any way;
    • #5 Synchronize the physical and virtual parts of the process;
project development step by step1
Project Development Step by Step
  • Changing information flows around the process:
    • #6 Capture information digitally at the source and propagate it throughout the process;
    • #7 Provide glass-like visibility through fresher and richer information about process status;
    • #8 Fit the process with vigilant sensors and feedback loops that can prompt action;
project development step by step2
Project Development Step by Step
  • Changing knowledge management around the process:
    • #9 Augment the interactive analysis and synthesis capabilities around a process to generate value added;
    • #10 Grow intelligently reusable knowledge around the process through all who touch it.
    • #11 Make the process intimate with the preferences and habits of participants
project development step by step3
Project Development Step by Step
  • Upon achieving common understanding and visualization of the object of innovation and analyzing and diagnosing the “As-is” process through simulation;
  • Design “To-be” process options, analyze them and select the most satisfacing model;
  • Selected option becomes disseminated through study group techniques.
deliverables
Deliverables
  • A – Guidelines for client centered process implementations: indicating how effectively implemented was the approach, and which were the main issues about collaboration among healthcare stakeholders within a particular organization;
  • B – Assessing the effectiveness of the tool box, including Kock’s collaborative group sharing technique;
  • C – A set of available models from best-practice, to to-be profiles, including experimental as-is models. These models may provide basic first step support into the developing of further endeavors.
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Thursday, October 12, 2006 : 11:00am

Daniel J. Epstein

Industrial and Systems Engineering