Operations Management In Healthcare Strategy And Practice 1st Edition Corinne M. Karuppan , Nancy E. Dunlap,Michael R. Waldrum - Solutions

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=+What approach to sourcing these components would you recommend?Component Cost (as a proportion of total material cost) Suppliers Ease of changing supplier The innertubes 3% Many alternative suppliers Very easy; could do it in days Frame tubing 15% Only one supplier capable at the moment; could
=+The COO of Super Cycles was considering her sourcing strategy. “I have two key questions, for each of our outsourced parts: ‘what is the risk in the supply market?’, and ‘what is the criticality of the product or service to our business?’. As far as risk is concerned, we can consider
=+ How should the demand side be managed?
=+ How should the supply side be managed?
=+ How should you manage supply chain relationships?
=+ How do supply chains compete?
=+c) If the burger shop has a three-stage process for making burgers and stage 1 takes 2.0 minutes, stage 2 takes 3.0 minutes and stage 3 takes 2.2 minutes, what is the balancing loss for the process?
=+ (b) Assuming that each burger has 7.2 minutes of work required, how many servers are required?
=+5 A gourmet burger shop has a daily demand for 250 burgers and operates for 10 hours. (a) What is the required cycle time in minutes?
=+(b) If there are not enough cubicles, how long should the interval be to cope with demand?
=+(a) Does the theatre have enough toilets to deal with the demand?
=+4 At the theatre, the interval during a performance of King Lear lasts for 20 minutes and in that time 86 people need to use the toilet cubicles. On average, a person spends 3 minutes in the cubicle. There are 10 cubicles available.
=+(c) If department coordinators could be persuaded to submit their batched claims earlier (not always possible for all departments), so that the average time between submission of the claims to the finance department and the deadline for informing salaries section was increased to 15 working days,
=+(b) If a more automated process involving electronic submission of claims could reduce the average processing time to 15 minutes, what effect would this have on the required staffing levels?
=+a) How many staff does the process need, on average, for the lowest demand and for the highest demand?
=+different types of expenditure, checking all calculations, obtaining more data from the claimant if necessary and (eventually) sending an approval notification to salaries. The total processing time takes, on average, 20 minutes per claim.
=+The number of claims submitted over the year averages around 3,200, but this can vary between 1,000 during the quiet summer months up to 4,300 in peak months. Processing claims involve checking receipts, checking that claims meet with the strict financial allowances for
=+Part of her department’s responsibilities includes checking and processing expense claims from staff throughout the metropolitan authority and authorizing payment to the salaries payroll section. She has 12 staff who are trained to check expense claims and all of them are devoted full time to
=+3 “It is a real problem for us”, said Angnyeta Larson. “We now have only ten working days between all the expense claims coming from the departmental coordinators and authorizing payments on the next month’s payroll. This really is not long enough and we are already having problems during
=+ If the process is rearranged so that all the tests are performed in the same area, thus eliminating the time to move between test areas, and the tests themselves are improved to half the amount of time needed for doublechecking, what effect would this have on the value-added throughput
=+themselves took 30 minutes, moving the samples between each test area took 10 minutes and double-checking the results took a further 20 minutes.What is the throughput efficiency of this process? What is the value-added throughput efficiency of the process? (State any assumptions that you are
=+2 A laboratory process receives medical samples from hospitals in its area and then subjects them to a number of tests that take place in different parts of the laboratory. The average response time for the laboratory to complete all its tests and mail the results back to the hospital (measured
=+One of the examples at the beginning of the chapter described ‘drivethrough’ fast food processes. Think about (or, better still, visit) a drive-through service and try mapping what you can see of the process (plus what you can infer from what may be happening ‘behind the scenes’).
=+ Is process variability recognized?
=+ Are process tasks and capacity configured appropriately?
=+ How are processes currently designed?
=+Why is it important to get the details of process design correct?
=+What are the benefits of using this type of technology for supermarkets?
=+Some supermarkets are using customer-tracking technology that traces the flow of customers through the shop.
=+ Try to establish, as far as you can, some of the principles that govern its layout. What layout type is a conventional supermarket and how does it differ from a manufacturing operation using the same layout type?
=+3 Visit a supermarket and observe people’s behaviour. You may wish to try and observe which areas they move slowly past and which areas they seem to move past without paying attention to the products. (You may have to exercise some discretion when doing this; people generally don’t like to be
=+As with Aunt Bridget’s Pizza, Deluxe Pizza also sells a relatively wide product range for the size of its market. Currently, both markets 1 and 3 produce their products using relatively little automation and rely on high numbers of people, employed on a shift-system, to assemble their products.
=+pizza at any one time. Market 2 is smaller, selling around 20,000 tons per year under its ‘Poppet’s Pizza’ brand. Although less innovative than market 1, it still sells around 12 varieties of pizza. Market 3 is the smallest of the three, selling 10,000 tons per year of relatively
=+2 The International Frozen Pizza Company (IFPC) operates in three markets globally. Market 1 is its largest market, where it sells 25,000 tons of pizza per year.In this market, it trades under the name ‘Aunt Bridget’s Pizza’ and positions itself as making pizza ‘just as your Aunt Bridget
=+ (c) what are the different process design objectives for each category of service?
=+ (b) to what extent does the bank design separate processes for each of its types of service?
=+Visit a branch of a retail bank and consider the following questions: (a) what categories of service does the bank seem to offer?
=+ Are job designs appropriate?
=+ Are process technologies appropriate?
=+ Are process layouts appropriate?
=+ Do processes match volume–variety requirements?
=+Why is choosing the right resources important?
=+What do you see as the main barriers to a more widespread adoption of the idea?
=+4 According to the Ellen MacArthur Foundation, a circular economy is ‘one that is restorative and regenerative by design, and which aims to keep products, components and materials at their highest utility and value at all times, distinguishing between technical and biological cycles’. Also
=+Want to know more?Christensen, C. (1997) The Innovator’s Dilemma, Boston: Harvard Business School Press.A major influence on innovation theory.Rose, D. (2015) Enchanted Objects: Innovation, Design, and the Future of Technology, New York: Scribner Book Company.An interesting look at how
=+What constitutes good innovation for these two types of website? Find examples of particularly good and particularly poor web design and explain the issues you’ve considered in making the distinction between them.
=+3 Innovation becomes particularly important at the interface between offerings and the people that use them. Consider two types of website:a) those that are trying to sell something, such as amazon.com;b) those that are concerned primarily with giving information – for example, reuters.com or
=+a specialist agency that charged £10,000 per quarter and that would need to be in place two quarters prior to the launch. If the company met their launch date it was expected that they could charge a premium price that would result in profits of approximately £50,000 per quarter. Any delay in
=+2 “We have to get this new product and fast”, said the operations director.“Our competitors are close behind us and I believe their products will be almost as good as ours when they launch them.” She was talking about a new product that the company hoped would establish them as the leader
=+One product where customers value a very wide range of product types is that of domestic paint. Most people like to express their creativity in the choice of paints and other home-decorating products that they use in their homes. Clearly, offering a wide range of paint must have serious cost
=+ What are the benefits of interactive product and service innovation?
=+4 Consider the music business as a supply network. How do music downloads and streaming affect the operations in the music business, such as more traditional record shops?
=+What new capabilities will DSD have to develop if they are to take advantage of this new product?
=+ We will also have to deliver products at short notice. Nor are we sure of how demand might grow – probably quickly.”
=+We are moving towards being a consumer company, making and delivering a higher volume of more standardized products where the underlying technology is changing fast. We must become faster in our product development. And we will need some kind of logistics capability. I’m not sure whether we
=+can take three months from order to completion, but customers were more interested in on-time delivery. According to their CEO, “manufacturing is really a large laboratory. That helps us to maintain our superiority in technology and customization. However, I’m not sure how we will deal with
=+3 DSD designs makes medical equipment for hospitals. It has a research culture and 50 per cent of manufacturing is done in-house. Its products are highly priced, but customers are willing to pay for technical excellence and customization (70 per cent of orders involve customization). Manufacturing
=+Visit the websites of the type of business that run data centres (such as Intel, Cisco or SAP) and devise a set of criteria that could be used to evaluate potential sites.
=+2 A data centre is ‘a facility composed of networked computers and storage that businesses or other organizations use to organize, process, store and disseminate large amounts of data. A business typically relies heavily upon the applications, services and data contained within a data centre,
=+The environmental services department of a city has two recycling services – newspaper collection (NC) and general recycling (GR). The NC service is a door-to-door collection service that, at a fixed time every week, collects old newspapers that householders have placed in reusable plastic bags
=+ How can operations strategy form the basis for operations improvement?
=+ ‘operations resources’ view of operations strategy?
=+ What is the difference between a ‘market requirements’
=+ What is the difference between a ‘top-down’ and ‘bottom-up’view of operations strategy?
=+● How do you think the service copes with fluctuation of demand over the day, week, month or year?
=+● Which other organizations might supply the service with products and services? (In other words, they are your ‘supplier’, but who are their suppliers)?
=+● How do you think that the service copes when something goes wrong(such as a piece of technology breaking down)?
=+● If they wanted to, how could the service be delivered at a lower cost so that the service could reduce its prices?
=+● If you were in charge of managing the delivery of these services, what would you do to improve the service?
=+● Did the service meet your expectations? If so, what did the management of the service have to do well in order to satisfy your expectations? If not, where did they fail? Why might they have failed?
=+ What do operations managers do?
=+ What is the processes hierarchy?
=+ Why is operations management important to an organization’s performance?
=+ What is the input–transformation–output process?
4. In the text, we gave examples of the HRO principles “reluctance to simplify” and“preoccupation of failure.” Find a real-life example in which the HRO principles of“sensitivity to operations,” “deference to expertise,” and “resilience” were applied.
3. In Box 15.5, “O-Rings and the Challenger Accident,” why were individuals hesitant to bring forward their concerns with O-ring failure? At the time, what were the potential cultural barriers at NASA that contributed to the disaster?
2. Find two healthcare organizations that have received the Malcolm Baldrige Award to see whether the processes they followed prior to achieving this honor were similar or different. What is the underlying commonality that allowed the two organizations to be recognized for this award?
1. Why would the Centers for Medicare & Medicaid Services (CMS) allow an independent organization to survey healthcare organizations to ensure that they are complying with CMS standards?
3. As BPH starts to develop systems to become an HRO, how would you begin to incorporate the five principles of an HRO into the organization? Use the example of an upper level management meeting that is discussing pharmacy errors and near misses over the past month. Give an example of how the five
2. What would it take for BPH to submit an application for the Malcolm Baldrige Award? Do you think they are ready?
1. BPH is preparing for a Joint Commission survey. The Joint Commission uses a“tracer method,” which follows the patient through the healthcare organization and looks at processes at each point along the way. How would you advise BPH to prepare for this type of survey?
10. How can mindfulness prevent errors in the healthcare setting? Give one example
9. What is an HRO? What are the five principles of HROs?
8. Why is it important that the board of directors be engaged in the quest for quality?
7. What are five themes on which healthcare organizations should focus if they want to be excellent in patient-level measures of quality and safety?
6. What are the criteria for the Malcolm Baldrige Award?
5. What is the Malcolm Baldrige Award and why is it considered prestigious?
4. What is ISO 9000 and why was it established?
3. What organizations are accredited by NCQA and why would this be important for consumers?
2. What is the difference between accreditation and certification?
1. Why would a hospital undergo accreditation by The Joint Commission? Name three benefits to the organization.
8. Connect the mind maps from Chapters 2 through 14
7. Explain the importance of anticipation and containment for highly reliable organizations
6. Learn the principles that make an organization highly reliable
5. Name five themes on which healthcare organizations with high levels of quality and safety focus
4. Describe the criteria for the Malcolm Baldrige Award
3. Articulate why the Malcolm Baldrige Award holds such prestige
2. Explain the difference between accreditation and certification
1. Describe why institutions undergo accreditation
3. What are other examples (not presented in this chapter) of how healthcare analytics can improve health at the individual, group, or population level?

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Operations Management In Healthcare Strategy And Practice 1st Edition Corinne M. Karuppan , Nancy E. Dunlap,Michael R. Waldrum - Solutions

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