Sunday, March 18, 2012

Week 10 - Redesign Principles and Tactics

Source / Reference:
1) "E-health: applying business process reengineering principles to health care in Canada"  by Michael Bliemel, Khaled Hassanein 2007
 
2) El Sawy's Redesign Principles and Tactics

Subject: 
The Role of BPR in Health Care

======================================================================

Response:
There are 3 types of reengeneering principles according to El Sawy: 


There are many problems in the health care industry such as excessive waiting times for patients, lack of access to providers and information, high costs of delivery and medical errors. Heavy reliance on paper based patient records in medical institutions is one of the major contributor to these problems. Recent research has found out that doctors using computer based patient records performed better and more efficient than doctors who used traditional paper records. Thus, reengeneering is necessary for health care industry.

Applications of the ten principles in health care industry:

1) Lose Wait - Waiting times for patients and processes. 
By utilizing faster communication technologies such as email, the waiting time between when lab results are requested and when they are delivered can be reduced. Moreover, processing time can be reduced by having facilities closer to where they are requested. 

2) Orchestrate - Coordinating between health care providers to balance workloads. 
Rather than taking on patients until capacity is reached in one hospital, hospitals can share their patients when one of the hospital has extra beds for patients. In addition, medical staff have more time to service their patients and improve their services leading to shorter length of stay for patients. 

3) Mass customize - Providing flexibly of interaction options and service offerings to various patients
Various methods such as telephony, email, video call, or personal appointments can be offered to patients to access health care professionals when seeking advice. Customized advice and feedback can be given based on different patients through online support system. 

4) Synchronize - Synchronize the physical and virtual parts of processes
Tracking the movements of medical supplies, laboratory results, and patients electronically in order to ensure that everything is where it is needed when it is needed.

5) Digitize and propagate - Upgrading to 21st century
By doing so, information can be shared faster and more controls can be put into place to ensure their accuracy and completeness. Patients can be prompted to key in their own medical histories and complaints prior to consultation with a physician. This can reduce the amount of clerical work performed by professionals.

6) Vitrify - Making processes transparent
Only relevant data are shared among the system, thus ensuring the privacy policies. Patients do not need to worry about the exposure of their personal data. Management, researchers and policy makers can get a big picture of problems and opportunities within the system.

7) Sensitize - Preventing medical errors
The system will notify the medical staff when it detected prescription error such as incorrect dosage, changed of patients' medical conditions, etc. By having such information, the medical staff can take prompt actions to deal with such circumstances. 

8)  Analyze and synthesize - Enabling timely reactions to sudden changes in environment
Predictions of outbreak of influenza can be made and preventions can be taken through vast amount of information gathered through data mining. The analysis of such data can lead to the identification and simulation of further improvement to the health care system in terms of quality of care and cost reductions. 

9) Connect, collect, and create -Foundation of knowledge management
New insights and ideas can be gained through the sharing of knowledge about participants. Knowledge repositories can be created. Executive boards can make better judgment in decision making.

10) Personalize - Having closer relationships with patients
Patients can receive more personalized treatment according to their preferences. For example, different patients have different views about the use of antibiotics. Physicians become familiar with the needs of their patients through conversations about their lifestyle and professions.

Sunday, March 4, 2012

Week 8 - Scoping an Enterprise Process

Source / Reference:
1) "A BPR Case Study at Honeywell"  by D.J Paper, J.A. Rodger, P.C. Pendharkar 2001
2) Official Website of Honeywell 
Subject: 
How BPR change the fate of Honeywell?

======================================================================

Response: 

I'm going to talk about a case study based on Honeywell, a Fortune 100 company that produces a variety of commercial and consumer products, engineering services and aerospace systems for customers. Honeywell has gained a lot of competitive advantages after it has run BPR.

Back in 1989, Honeywell has implemented a three-year world-class-manufacturing(WCM) program to examine lagging performance results. It has reduced defect rates by 70 percent, customer rejects by 57 percent, cycle time on parts by 72 percent, inventory investment by 46 percent, and customer lead times by over 70 percent. 

However, Honeywell was not satisfied with the improvements brought by WCM program. Therefore, they reconstructed a factory-focused program called TotalPlant which supports global delivery of its manufactured products, serve the needs of over 40 regional TotalPlants and delivery centers worldwide, and align with global suppliers. The totalPlant model is developed based on four principles of success - process mapping, fail-safing, teamwork, and communication. 

Total customer  satisfaction and world-class manufacturing are the two main focuses of Honeywell in training their employees as it is important for employees to realize that  fully utilizing the whole system is the goal. There are three basis supporting the training philosophy - be non-blaming and non-judgmental, focus on process and results, and consider the big picture. 


8 Steps of Process-Mapping:
1st - Select process: Products list is given by the team and customers are identified.  
2nd - Identify boundaries: Document the boundaries for each product.  
3rd - Form teams: Ensure cross functional representation.
4th - Develop "as-is" map: Include both information and product flow through the system.
5th - Identify cycle times: Measure both the distance and the time required of a product.
6th - Identify opportunities for improvement: Search for opportunities that would not add extra costs.
7th - Develop "should be" map: A road map.
8th -  Develop the implementation plan: Specify specific changes, responsible parties, timetables, cycle time goals.


8 Steps of Fail-Safing:
1st -  Identify problem: Analyze data using pareto chart..
2nd - Identify causes: Identify places in the process map where red flag conditions exist.
3rd - Generate solutions: Brainstorming.
4th - Evaluate and choose: Eliminate ideas which take longer time to implement.
5th - Create plan: Consider every single person that are involved.
6th - Implement solution: Record down everything.
7th - Check results: Compare the result with expectations.
8th - Act on results: Determine what can be improved, a continuous process. 

Moreover, Honeywell offers training dolalrs to make teaming a natural part of the work life and rewards teamwork. Honeywell also assist their employees solving conflicts on a positive way by providing conflict resolution training. The training focuses on listening skills and confronting skills. 

Process mapping is a systematic BPR methodology to guide team process improvement efforts along process paths. Fail-safing is a method to help process teams identify and correct defects quickly and permanently. Teaming is encouraged through communication of the vision and rewards based on value-added activities. In conclusions, these four mechanism has brought Honeywell a brighter future.