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Business process reengineering at the hospitals: A case study at Singapore hospital

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K KE EY YW WO OR RD DS S B Bu us si in ne es ss s p pr ro oc ce es ss s r re ee en ng gi in ne ee er ri in ng g, , H He ea al lt th hc ca ar re e. . A AB BS ST TR RA AC CT T As health care costs increase, there is a need for healthcare service providers to look for ways to contain costs and to achieve a higher efficiency at their operating facilities without sacrificing quality. This paper studies a case in employing business process reengineering techniques on one aspect of a health care service – surgical work. The system is simulated focusing on the processes that contribute to the effective functioning of an operating theatre. I IN NT TR RO OD DU UC CT TI IO ON N Business process reengineering (BPR) has become increasingly important in recent years. Customers now have the choice of different product and service providers, to provide them with the same core product or service that they want. Over the last fifteen years, companies have been forced to reengineering their business processes to stay competitive because customers are demanding better products and services. Improving and redesigning business processes is paramount for businesses to stay competitive. With the escalating health care costs, healthcare service providers in Singapore are also continuously seeking ways to stay competitive and provide quality service to the customers. Little research has been done on the employment of BPR in healthcare systems. Healthcare industry has traditionally emphasized on breakthroughs in operating procedures and technology in the bid to stay competitive. Healthcare service providers are beginning to understand that BPR initiatives could be a better solution to achieving competitive advantage.

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    • "At the beginning of the study, client management was rather unfamiliar with discreteevent simulation and its analytical capabilities, even though simulation has long been used in the manufacturing sector (Banks et al. 2005). Recent examples of simulation usage within service industries, some of which were mentioned to client management, include guidance of staffing decisions in a consumer credit organization (Chen et al.), increasing the efficiency of supplying medical oxygen to the healthcare industry (Costantino, DeGravio, and Tronci 2005), and the improvement of surgery staffing and services at a large hospital (Kumar and Ozdamar 2004). Presenting such examples and describing the benefits of simulation modeling as a trilogy of " sense making " (seeing patterns in seeming chaos), " knowledge creating, " and support of strategic decisions clarified the value of simulation to client management. "
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    ABSTRACT: Discrete-event process simulation, originally the benefactor of the manufacturing sector of the economy, has expanded aggressively into the service sector of the economy, much to the benefit and gratitude of its new cadre of industrial engineers and management strategists. The study documented in this paper originated within a large health-care insurance provider seeking optimal strategies relative to target inventories of pending inquiries concerning insurance policy coverage and concomitant staffing levels of policy analysts. Since several clients of this insurance provider were large companies within the automotive industry, the provider dedicated significant staffing segments to the service of these accounts (hence to the employees of those automotive companies who thereby held insurance coverage). The simulation study worked within this constraint to provide management valuable strategic recommendations. Most specifically, the insurance provider wished to develop a model capable of predicting service levels (average time required to answer specific questions submitted on behalf of two major clients and average inventory level of these questions pending) as a function of number of full-time-equivalent analysts assigned to each of those clients.
    Full-text · Article · Nov 2013
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    ABSTRACT: Hospitals are looking ways for providing quality services to its customers by reducing cost, increasing efficiency and by improving hospital processes. Under this situation, using processes modeling technique will be a new dimension and will be providing health care staffs a platform for the assessment of information quality situation, in the various processes of the hospital, processes management has to support process improvement objectives. This paper will detect many process quality information indicators for hospital, and modeling the assessment methods for process management and developing a hospital process management system (HPMS) based on information quality management.
    No preview · Article · Nov 2009
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