Service Operations Management Improving Service Delivery 2nd Edition Robert Johnston, Graham Clark - Solutions

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Design a dashboard for each of the following care delivery types:a. Inpatient intensive care unitb. Outpatient imaging centerc. Dental officed. Home health agency
How could text mining be used to improve the care of patients with chronic disease?
Identify a healthcare operating issue that could benefit from each of the analytical techniques:a. Descriptiveb. Predictivec. Prescriptive
Discuss a problem your organization solved or a suboptimal decision the organization made because the frame was incorrect.
Answer the following questions quickly for a fun illustration of some of the 10 decision traps (Russo and Schoemaker 1989):• Can a person living in Milwaukee, Wisconsin, be buried west of the Mississippi River?• If you had only one match and entered a room with a lamp, an oil heater, and some
Pick one solution to the problem identified in exercise 6, and conduct a force field analysis of it.
Think of a problem in your healthcare organization. Perform an RCA of the identified problem using the five whys technique and a fishbone diagram.
Choose a service offered by a healthcare organization, and create a service blueprint of it. You may have to imagine some of the systems and services that take place backstage if you are unfamiliar with them.
Individually or in teams, develop a map of a healthcare process or system with which you are familiar. Make sure that your process map has a start and an endpoint, all inputs and outputs are defined, and all key process steps are included. Explain your map to the rest of the class—this step may
The high cost of medical care and insurance is a growing societal problem.Develop a mind map of this issue. (Advanced: Use Inspiration software.)
In the DRG case-mix problem, VVH determined that it could convert 15 of its routine beds to ICU beds for a cost of $2,000. What should VVH do, and why?
For the HMO vaccination program example provided in the chapter, reanalyze the situation assuming that the probability of a flu outbreak is 65 percent and the cost of the vaccination program is $8 million. What is your decision under these new conditions?
For the project identified in exercise 2, create a feasible WBS and project schedule. Enter the schedule into Microsoft Project.
Review the Institute for Healthcare Improvement website, and select one of the quality improvement projects described. Although you will not know all the details of the organization that executed this project, create a charter document for your chosen project.
Download the project charter and project schedule from the companion website, and perform the following activities:a. Complete the missing portions of the charter.b. Develop a risk assessment and mitigation plan.c. Add tasks to the schedule for those areas that require more specificity.d. Apply
Identify five common risks in healthcare clinical projects, and develop contingency responses for each.
Who should be included as members of the project team, key stakeholders, and project sponsors for a clinical project in a physician’s office? In a hospital? Support your choices.
Download the data for this chapter provided on the companion website, and develop a dashboard in Excel to identify readmissions that occur within 30 days of discharge. A number of initiatives are described on the website to minimize readmissions. Conduct additional internet research and construct a
View the videos at the companion website for this book, and download the PowerPoint strategy map provided. Develop a strategy map and balanced scorecard for a primary care dental clinic. Conduct internet research to determine the challenges facing primary care dentistry, and develop a strategy map
What methods could be used to involve the customer or patient in identifying the key elements of the balanced scorecard?
How would a department link its balanced scorecard to the corporate scorecard?
How do you manage the other operations of an organization—that is, those that do not appear on a strategy map or balanced scorecard?
If you were to add a perspective to the four discussed in the chapter, what would it be? Draw a strategy map of a healthcare delivery organization and include this perspective.
What other indicators might be used in each of the four perspectives for public health agencies? For health plans?
New HIT rollout is often accompanied with changes in existing workflows, which may cause disruptions. What has your experience been in this regard? Do you have any recommendations to improve the rollout of HITs to reduce such disruptions?
The user interfaces of HITs are often unintuitive with too much information. What is your experience with the HITs that you have used? What recommendations will you make to improve their user interfaces?
With increased use of technology in healthcare settings, medical errors attributed to technology have emerged as a new category of medical errors. What are some of the drivers behind such errors and what operational decisions can hospitals take to avoid them?
MedRec is a blockchain-based EHR solution (https://medrec.media.mit.edu/) designed to overcome some of the limitations of current EHR systems. Read through the MedRec documentation and compare it with current EHR solutions on aspects like interoperability, data security, and data ownership. A
What are three strategies to maximize pay-for-performance revenue?
Review the 11 payment reform methodologies (exhibit 3.3) and rank them on two scales: ability to improve quality and ability to reduce healthcare inflation. Provide a rationale for your ranking.
Access the CMS Hospital Care Compare website and review three local hospitals’ quality scores. At which hospital would you choose to receive care, and why? Which hospital would you choose for your parents or your children? Did your answers differ? Why or why not?
In addition to those mentioned in the chapter, what are some examples of a care delivery setting offering a mix of standard and custom care?
What are some new opportunities for the use of big data and analytics in healthcare?
Why is supply chain management increasing in importance for healthcare organizations?
How are Lean initiatives similar to total quality management and Six Sigma initiatives? How are they different?
Compare and contrast ISO 9000, the Baldrige criteria, and Six Sigma.(More information on each of these programs is available on the book’s companion website.)Which would you find most appropriate to your organization? Why?
What are some of the reasons for the success of Lean?
What are some of the reasons for the success of Six Sigma?
Research those organizations that have won the Baldrige Award in the healthcare category. What factors led to their success in winning the award?
Why has ISO 9000 certification become important to healthcare organizations?
What are the major factors leading to increased interest in the use of operations management tools and techniques in the healthcare sector?
How has operations management changed since its early days as scientific management?
What is the difference between data, information, knowledge, understanding, and wisdom? Give specific examples of each in your own organization.
Identify three systems in a healthcare organization (at any level) in which feedback delays affect the performance of the system.
Identify three systems in a healthcare organization (at any level) that have balancing feedback.
Identify three systems in a healthcare organization (at any level) that have reinforcing feedback.
Provide three examples of system improvements at the boundaries of the healthcare subsystems (patient, microsystem, organization, environment).
What were the advantages and disadvantages of each location option open to Phanchem, and why do you think they erventually chose to co-locate with AE?
What were the risks involved in adopting a process design that was ‘totally dedicated’to the one customer’s needs?
What were the key structure and scope decisions taken by Aarens Electronic?
What is operations strategy implementation?
What are the differences between managing large ‘breakthrough’improvements and managing continuous improvement?
How is operations strategy developing?
What is operations strategy and how is it different from operations management?
What is strategy?
Think back to the last product or service failure that caused you some degree of inconvenience. Draw a cause–effect diagram that identifi es all the main causes of why the failure could have occurred. Try and identify the frequency with which such causes happen. This could be done by talking with
The Printospeed Laser printer company was proud of its reputation for high-quality services and products.It was especially concerned with the problems that it was having with its customers returning defective toner cartridges. About 2,000 of these were being returned every month. Its European
Sophie was sick of her daily commute. ‘Why’, she thought ‘should I have to spend so much time in a morning stuck in traffi c listening to some babbling half-wit on the radio? We can work fl exi-time after all. Perhaps I should leave the apartment at some other time?’ So resolved, Sophie
Find any website selling clothes. How would you judge the quality of its services?
Re-read the short case ‘Quality at Magic Moments’. What does ‘quality’ mean for Richard Webber’s service?How might his customers’ expectations and perceptions infl uence perceived quality?
Revisit the ‘Operations in action’ at the beginning of this chapter, and (a) list all the different techniques and practices which Toyota adopts. (b) How are operations objectives (quality, speed, dependability, fl exibility, cost)infl uenced by the practices which Toyota adopts?
Revisit the worked example earlier in the chapter that analysed a journey in terms of value-added time (actually going somewhere) and non-value-added time (the time spent queuing etc.). Calculate the value-added time for a recent journey that you have taken.
Re-read the ‘operations management in practice’ at the beginning of the chapter, ‘Joanne manages the schedule’, and also the short case on Air France. What are the differences and what are the similarities between the planning and control tasks in these two operations?
In the example above, if the storage costs of keeping the dye reduce to A3 per litre per month, how much will inventory costs reduce?
The Super Pea Canning Company produces canned peas. It uses 10,000 litres of green dye per month.Because of the hazardous nature of this product it needs special transport; therefore the cost of placing an order is A2,000. If the storage costs of holding the dye are A5 per litre per month, how much
A fi eld service organization repairs and maintains printing equipment for a large number of customers.It offers one level of service to all its customers and employs 30 staff. The operation’s marketing vice-president has decided that in future the company will offer 3 standards of service,
permanent members of staff who are capable of processing 15 licence applications per day. If an untrained temporary member of staff can only process 10 licences per day, how many temporary staff should the department recruit between days 100 and 150? 2 In the example above, if a new computer system
A local government offi ce issues hunting licences. Demand for these licences is relatively slow in the fi rst part of the year but then increases after the middle of the year before slowing down again towards the end of the year. The department works a 220-day year on a 5-days-a-week basis.
The example of the bullwhip effect shown in Table 7.5 shows how a simple 5 per cent reduction in demand at the end of the supply network causes fl uctuations that increase in severity the further back an operation is placed in the chain.(a) Using the same logic and the same rules (i.e. all
Visit sites on the Internet that offer (legal) downloadable music using MP3 or other compression formats.Consider the music business supply network, (a) for the recordings of a well-known popular music artist, and (b) for a less well-known (or even largely unknown) artist struggling to gain
How can supply networks be improved?
What is the ‘natural’ dynamic of a supply network?
What are the types of relationships between operations in supply networks?
What is involved in designing a supply network?
What is involved in managing supply networks?
Why should an organization take a supply network perspective?
Draw a rough plan of your (or someone else’s) kitchen. Note (or observe) movements around the kitchen during food preparation and cleaning. How could its layout be improved?
Revisit the opening short case in this chapter that examines some of the principles behind supermarket layout.Then 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
The same passport offi ce has a ‘clear desk’ policy that means that all desks must be clear of work by the end of the day. How many applications should be loaded onto the process in the morning in order to ensure that every one is completed and desks are clear by the end of the day? (Assume a
A regional government offi ce that deals with passport applications is designing a process that will check applications and issue the documents. The number of applications to be processed is 1,600 per week and the time available to process the applications is 40 hours per week. What is the required
Design becomes particularly important at the interface between services or products and the people that use them. This is especially true for internet-based services. Consider two types of website:(a) those which are trying to sell something such as Amazon.com, and(b) those which are primarily
One product where a very wide range of product types is valued by customers 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
A company is developing a new web site that will allow customers to track the progress of their orders.The website developers charge A10,000 for every development week and it is estimated that the design will take 10 weeks from the start of the design project to the launch of the web site. Once
Visit the websites of two or three large oil companies such as Exxon, Shell, Elf, etc. Examine how they describe their policies towards their customers, suppliers, shareholders, employees and society at large. Identify areas of the company’s operations where there may be confl icts between the
The ‘forensic science’ service of a European country has traditionally been organized to provide separate forensic science laboratories for each police force around the country. In order to save costs, the government has decided to centralize this service in one large central facility close to
(Advanced) McDonald’s has come to epitomize the ‘fast-food’ industry. Originally, McDonald’s competed on low price, fast service and a totally standardized service offering. They also offered a very narrow range of items on their menu. Visit a McDonald’s restaurant and deduce what you
(Advanced) Find a copy of a fi nancial newspaper or magazine (Financial Times, Wall Street Journal, Economist, etc.) and identify one company which is described in the paper that day. Using the list of issues identifi ed in Table 1.1, what do you think would be the new operations agenda for that
Visit and observe three restaurants, cafés or somewhere that food is served. Compare them in terms of the Volume of demand that they have to cope with, the Variety of menu items they service, the Variation in demand during the day, week and year, and the Visibility you have of the preparation of
Compare and contrast Acme Whistles and Pret A Manger in terms of the way that they will need to manage their operations.
Read the short case on Pret A Manger and (a) identify the processes in a typical Pret A Manger shop together with their inputs and outputs, (b) Pret A Manger also supplies business lunches (of sandwiches and other take-away food). What are the implications for how it manages its processes within
1.2 Why do you think complexity both fascinates and frustrates many operations managers?
1.1 How do the operational consequences of complexity apply to an activity you have organised, and how did you try to minimise them?
1.2 What are the consequences for your operation of the complexity you face?
1.1 What are the dimensions of complexity for your operation? How do you try to minimise their effect?
1.2 What might be the conflicts between the various stakeholders with which Oxfam has to try to deal with? Oxfam is a major international development, relief and campaigning organisation dedicated to finding lasting solutions to poverty and suffering around the world. Oxfam GB, which is affiliated
1.1 What, in your view, makes Oxfam’s operations so complex? Oxfam is a major international development, relief and campaigning organisation dedicated to finding lasting solutions to poverty and suffering around the world. Oxfam GB, which is affiliated to Oxfam International (an alliance of 11
1.define complexity
2 How should he deal with them? Security Alarm Systems Ltd (SASL) is a mediumsized company supplying security alarm systems to both organisations and domestic customers.Its main markets are:● national retail organisations requiring a standard security system across a network of high street
1 What problems does Andrew Porter face? Security Alarm Systems Ltd (SASL) is a mediumsized company supplying security alarm systems to both organisations and domestic customers.Its main markets are:● national retail organisations requiring a standard security system across a network of high
2 Can you express the paradigm of your organisation? In what way do you think your interpretation differs from other managers in your organisation?

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Service Operations Management Improving Service Delivery 2nd Edition Robert Johnston, Graham Clark - Solutions

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