PL EN


Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników
Tytuł artykułu

Maximising performance of a hospital’s HBOT laboratory using the theory of constraints

Treść / Zawartość
Identyfikatory
Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
Purpose: The paper presents an application of the Theory of Constraints (TOC) aimed at defining and maximising the potential of hyperbaric chamber as a key resource in a specialist hospital. Design/methodology/approach: The authors developed their own TOC based method of process improvement, supported by tools of Lean Management. Various constraints including an external one were taken into consideration. As a follow-up a project using the method was carried out in a hospital’s Hyperbaric Oxygen Therapy laboratory. Findings: The developed and implemented practical solution has improved patients’ access to the service at about 40% per day, shortened patients’ waiting time at about 90% and helped to overcome the threat of financial underperformance. Moreover, in combination with strict safety rules, the solution has proven its high resistance against difficulties caused by the COVID-19 pandemic. Research limitations/implications: A hyperbaric therapy is a narrow branch of medicine, therefore application of the method in other healthcare domains will require an appropriate adaptation. Practical implications: Despite the narrow subject of the study, the described approach is universal and can be used to maximise the capacity utilisation of various critical resources in hospitals and other healthcare providers. Originality/value: This is the first known to the authors application of a TOC/Lean based systematic hybrid approach to improve performance of a healthcare provider, which is taking into account several constraints including an external one. Additionally, this is the first paper on TOC in healthcare published in Poland.
Rocznik
Tom
Strony
187--208
Opis fizyczny
Bibliogr.48 poz.
Twórcy
  • Warsaw University of Technology, Faculty of Management, Warsaw
  • Dr. Stanisław Sakiel Burn Treatment Center, Siemianowice Śląskie
  • Dr. Stanisław Sakiel Burn Treatment Center, Siemianowice Śląskie
  • Dr. Stanisław Sakiel Burn Treatment Center, Siemianowice Śląskie
Bibliografia
  • 1. Aguilar-Escobar, V.G., Garrido-Vega, P., González-Zamora, M. (2016). Applying the theory of constraints to the logistics service of medical records of a hospital. European Research on Management and Business Economics, 22, 139-146. https://doi.org/10.1016/j.iedee.2015.07.001.
  • 2. Bacelar-Silva, G., Cox, J.F., Pereira Rodrigues, P. (2020). Outcomes of managing healthcare services using the theory of constraints: a systematic review. Health Systems. Retrieved from https://doi.org/10.1080/20476965.2020.1813056.
  • 3. Bacelar-Silva, G.M. (2019). How a doctor implemented TOC and improved his ophthalmology practice over 50% in a few weeks. Presented at TOCICO 2019 International Conference, Chicago, IL. Retrieved from https://www.tocico.org/page/2019Bacelar.
  • 4. Bauer, J.M., Vargas, A., Sellitto, M.A., Souza, M.C., Vaccaro, G.L. (2019). The thinking process of the theory of constraints applied to public healthcare. Business Process Management Journal, 25(7), 1543-1563. https://doi.org/10.1108/BPMJ-06-2016-0118.
  • 5. Bergeron, B.P. (2006). Performance management in healthcare from key performance management to balanced scorecard. Chicago, IL: Healthcare Information and Management Systems Society
  • 6. Costa, L.B.M., and Godinho Filho, M. (2016). Lean healthcare: review, classification and analysis of the literature. Production Planning and Control, 27(10), 823-836. https://doi.org/10.1080/09537287.2016.1143131.
  • 7. Cox III, J.F. (2021). Using the theory of constraints’ processes of ongoing improvement to address the provider appointment scheduling system execution problem. Health Systems, 10(1), 41-72. Retrieved from https://doi.org/10.1080/20476965.2019.1646105.
  • 8. Cox III, J.F., and Robinson, T.M. (2012). The use of TOC in a medical appointment scheduling system. Presented at TOCICO International Conference: 10th Annual Worldwide Gathering of TOC Professionals, Chicago, IL. Retrieved from https://www.tocico.org/page/healthcare_portal.
  • 9. Cox III, J.F. presenting and Eli Schragenheim facilitating (2019). A strawman process for solving ill-structured (wicked, messy, chronic) problems. A healthcare example. Presented at 2019 TOCICO Fall Webinar Series, Theory of Constraints International Certification Organization. Retrieved from https://www.tocico.org/page/healthcare_portal.
  • 10. de Souza, L., Pidd, M. (2011). Exploring the barriers to lean healthcare implementation. Public Money and Management, 31(1), 59-66. DOI: 10.1080/09540962.2011.545548.
  • 11. de Souza, L.B. (2009). Trends and approaches in lean healthcare. Leadership in Health Services, 22(2), 121-139. DOI 10.1108/17511870910953788.
  • 12. de Souza, M.C., Souza, T.A., Vaccaro, G.L.R. (2016). Hospital bed management: an analysis from the perspective of the theory of constraints. Revista de Espacios, 37(30), 3-19. Retrieved from: http://www.revistaespacios.com/a16v37n30/16373003.html.
  • 13. Dettmer, H.W. (2007). The logical thinking process. A systems approach to complex problem solving. Milwaukee, WI: ASQ Quality Press.
  • 14. Goldratt, E.M. (2001), Finance and measurements – T,I, OE and throughput accounting – GSP Series, Goldratt’s Marketing Group Ltd, Bedford, UK. Retrieved from https://toc.tv/search?page=1&global-premium-programs=602, June 12th, 2021.
  • 15. Goldratt, E. (1990). The haystack syndrome. Sifting information out of the data ocean. Great Barrington, MA: North River Press. 16. Graban, M. (2008). Lean healthcare. Boca Raton, FL: CRC Press. Taylor and Francis Group.
  • 17. Graban, M., Swartz, J.E. (2012). Healthcare kaizen. Engaging front-line staff in sustainable continuous improvements. Boca Raton, FL: CRC Press. Taylor and Francis Group.
  • 18. Inozu, B., Chauncey, D., Kamataris, V., Mount, C. (2012). Performance improvement for healthcare – leading change with lean, six sigma and constraints management. New York, NY: McGraw-Hill.
  • 19. Jackson, T.L. (2009). 5S Time for Healthcare. New York, NY: CRC Press, Taylor & Francis Group.
  • 20. Jackson, T.L. (2012). Standard Work for Lean Healthcare. New York, NY: CRC Press, Taylor & Francis Group.
  • 21. Jackson, T.L. (2017). Just in Time for Healthcare. New York, NY: CRC Press, Taylor & Francis Group.
  • 22. Jimmerson, C. (2010). Value Stream Mapping for Healthcare Made Easy. New York, NY: Productivity Press, Taylor & Francis Group.
  • 23. Kenney, C. (2011). Transforming healthcare. Virginia Mason Medical Center’s pursuit of the perfect patient’s experience. New York, NY: Productivity Press. Taylor and Francis Group.
  • 24. Knight, A. (2014). Pride and joy. Aldbury, Herts, England: Never Say I Know.
  • 25. Knight, A., and Stratton, R. (2010). Managing patient flow using time buffers. Manufacturing Technology Management, 21(4), 484-498. https://doi.org/10.1108/17410381011046599.
  • 26. Korneta, P. (2021). Performance Management System for Primary Healthcare Services Providers. Scientific Papers of Silesian University of Technology – Organization and Management Series, No. 153, DOI: http://dx.doi.org/10.29119/1641-3466.2021.153.17.
  • 27. Kosieradzka, A., Kakol, U., Krupa, A. (2011). The development of production management concepts. Foundations of Management, 3(2), pp. 55-74. DOI: 10.2748/v10238-012-0042-7.
  • 28. Leggat, S.G., Bartram, T., Stanton, P., Bamber, G.J., Sohal, A.S. (2015). Have process redesign methods, such as Lean, been successful in changing care delivery in hospitals? A systematic review. Public Money and Management, 35(2), 161-168. https://dx.doi.org/10.1080/09540962.2015.1007714.
  • 29. Leite, H., Bateman, N., Radnor, Z. (2019). Beyond the ostensible: an exploration of barriers to lean implementation and sustainability in healthcare. Production Planning and Control. Retrieved from https://doi.org/10.1080/09537287.2019.1623426.
  • 30. Lisiecka-Bielanowicz, M., Lisiecka, K. (2020). Lean Healthcare in Hospital Emergency Department. Scientific Papers of Silesian University of Technology – Organization and Management Series, No 143, DOI: http://dx.doi.org/10.29119/1641-3466.2020.143.10.
  • 31. Lubitsch, G., Doyle, C., Valentine, J.D. (2005). The impact of theory of constraints (TOC) in an NHS trust. Journal of Management Development, 24(2), 116-131, https://doi.org/10.1108/02621710510579482.
  • 32. Mabin, V., Babington, S., Caldwell, V., Yee, J., Moore, R.M. (2017). Using the theory of constraints to resolve lo ng-standing resource and service issues in a large public hospital. Health Systems, https://doi.org/10.1080/20476965.2017.1403674.
  • 33. Mazzocato, P., Savage, C., Brommels, M., Aronson, H., Thor, J. (2010). Lean thinking in healthcare: a realist review of literature. Quality and Safety In Health Care, 19, 376-382. doi: 10.1136/qshc.2009.037986.
  • 34. Nadziakiewicz, M. (2019a). New Technologies and Quality in Healthcare. Scientific Papers of Silesian University of Technology – Organization and Management Series, No. 140, http://dx.doi.org/10.29119/1641-3466.2019.140.19.
  • 35. Nadziakiewicz, M. (2019b). The Implemented ISO System and Its Influence on the Functioning of a Silesian Healthcare Organization. Scientific Papers of Silesian University of Technology – Organization and Management Series, No. 139, http://dx.doi.org/10.29119/1641-3466.2019.139.32.
  • 36. Noori, B. (2015). Identifying critical issues in Lean implementation in hospitals. Hospital Topics, 93/2, 44-52. http://dx.doi.org/10.1080/00185868.2015.1052299.
  • 37. Pass, S., and Ronen, B. (2003). Managing the market constraint in the hi-tech industry. International Journal of Production Research, 41(4), 713-724, https://doi.org/10.1080/002075403100006594.
  • 38. Protzman, C., Kerpchar, J., Mayzell, G. (2015). Leveraging Lean in Ancillary Hospital Services. New York, NY: CRC Press, Taylor & Francis Group.
  • 39. Radnor, Z., Osborne, S.P. (2013). Lean. A Failed theory for public services? Public Management Review, 15(2), 265-287. http://dx.doi.org/10.1080/14719037.2012.748820. 40. Ronen, B., Pliskin, J.S., Pass, S. (2018). The hospital and clinic improvement handbook. Using lean and the theory of constraints for better healthcare delivery. New York, NY: Oxford University Press.
  • 41. Scheinkopf, L.J. (1999). Thinking for a change. Putting the TOC thinking processes to use. Boca Raton, FL: St. Lucie Press/APICS Series on Constraints Management.
  • 42. Sproull, B. (2019). Theory of constraints, lean and six sigma improvement methodology. New York, NY: Routledge.
  • 43. Stratton, R. (2012). Buffer management in context. Presented at TOCICO International Conference: 10th Annual Worldwide Gathering of TOC Professionals, Chicago, IL. Retrieved from https://www.tocico.org/page/healthcare_portal.
  • 44. Strear, C., and Sirias, D. (2020). Smash the bottleneck: fixing patient flow for better care (and a better bottom line). Chicago, IL: Health Administration Press.
  • 45. Umble, M., and Umble, E.J. (2006). Utilizing buffer management to improve performance in a healthcare environment. European Journal of Operational Research, 174, 1060-1075. https://doi.org/10.1016/j.ejor.2005.02.059.
  • 46. Wadhwa, G. (2010). Viable vision for health care systems. In: J.F. Cox III, and J.G. Schleier (Eds.), Theory of constraints handbook (pp. 899-953). New York, NY: McGraw- Hill.
  • 47. Wright, J. (2010). TOC for Large-Scale Health Care Systems. In: J.F. Cox III, and J.G. Schleier (Eds.), Theory of Constraints Handbook (pp. 954-979). New York, NY: McGraw- Hill
  • 48. Wright, J., and King, R. (2006). We all fall down. Goldratt’s theory of constraints for healthcare systems. Great Barrington, MA: The North Press Publishing Corporation.
Uwagi
PL
Opracowanie rekordu ze środków MEiN, umowa nr SONP/SP/546092/2022 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2022-2023).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-ce036fd3-48d8-4554-8249-f639bc46bcc1
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.