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Designing, Improving and Implementing ProcessesDonna AndersonGB550Kaplan UniversityApril 26, 2016IntroductionThis paper is business process change; a progressive paper that would be written in subsequent sessions till the completed and comprehensive business process change report is produced. Therefore, this introductory report would mainly focus on the medical care industry and narrow down to the Hospital as our organization of concern. The main objectives of this paper includes; to identify an existing organization in the medical care industry, to identify the single business process change that the organization would be undertaking in the next coming year, and in using the Capability Maturing Model (CMM), we briefly outline the changes that would be undertaken in each of the five stages of the CMM. Finally, to define the company strategy and also design a simple chart with the recommended changes addressing the various issues in each of the phases. The business process change is simply the modification of the existing company or business processes. Obviously, the changes are implemented so that they can improve the performance of the company or the organization in question.General Acute Care (GAC) HospitalThe GAC is a health facility that provides 24-hour inpatient care, including the following basic services: medical, nursing, surgical, anesthesia, laboratory, radiology, and pharmacy services. GAC is one of the largest hospitals in California which is in the West Coast of the US (GAC, 2016). GAC as a hospital focuses its mission on the provision of a 24-hour medical care to patients who may also need emergency services among other general medical conditions that require urgent attention. The hospital provides all medical services ranging from the nursing to the pharmacy services and thus it is one of the most recommended in the region. However, just like any other hospital or organization across the world, there may be need for the adjustment of the business processes in order to improve the performance of the hospital and this is known as the business process change.A Business Process Management System in Hospitals proves to be a beneficial methodology for both day-to-day and strategic operations when BPM is structurally integrated with Enterprise Process Management (EPM). Business Process Change in the Department of Surgeryat California’s GACThe department of surgery at the hospital would be one of the most common processes that the facility might need to change in order to make the performance better or more improved.The hospital oversees most of the operations of the surgical theatre. However, the facility that hospital has set aside for the processes is not sufficient enough for the capacity and so there is need for more of the space and also other facilities.The increase in the space and the number of advanced equipment would ensure that the hospital operates and attends to more patients and thus would improve its efficiency up to including the reducing the number of fatalities that could result from delayed surgical operations. The hospital needs an improvement and a change of the process in the department of surgery at the hospital. Capability Maturing Model (CMM)The CMM is a methodology that is used in the development and the refinement of the organizational software development. The model is basically an explanation of five steps; initial level, repeatable level, defined level, managed level, and optimizing level of an increasingly organized and systematic more mature processes; the CMM is same to the ISO 9001 (Porter, 1985).The initial level is when the processes at the hospital’s surgery department are less organized and thus they need to be put into order; the success here would mainly be based on the individual efforts. The repeatable level is when the basic project management techniques would be usedand success can be repeated since the initial processes have been established and documented. The third level; defined level, would be when the hospital shall have developed its standard software process through the greaterdocumentation, standardization, and integration.The fourth level of managed level; the hospital would be managing and controlling its own processes through data collection and analysis. Finally, optimizing level; the hospital would be improving its processes through monitoring of the available activities and then introducing even more innovative processes.Porter’s Three-Phase ProcessPorter defines strategy in his own way; a formula through which the business is going to compete for its objectives and the policies that might be put in place to carry out these goals and objectives.There are three main faces involved in the porter’s definition of strategy; what is the company doing now, what is happening in the environment and what should the company do next (Porter, 1996). In the first phase, the hospital is still using the most limited available resources and the not so advanced equipment in the surgical processes. This could be becausethey can only afford that at the moment. In the environment, there are major hospitals whose equipment is already upgraded and they are offering the services in the most high regard manner. The government is also supporting the hospitals to ensure that they attain the best service level. Finally, in the final phase, the company should also initiate training Programmes where they world rain their employees on the available techniques of surgery among other things. Phase One: What GAC is doing nowUse of limited facilitiesUse of less advanced techniques in surgery120205534480500Admission of less patientsPhase Two: What is happening in the GAC environment?The government is supporting the hospitalEmployees are willing to learn and use advanced means of surgery120904035306000Other hospitals are using advanced surgery techniquesPhase Three: What should GAC do next?Train doctors on advanced surgery techniquesBuy advanced equipmentExpand their facilities and buy more bed spaceWorks CitedGAC Hospital (2016).Porter, M. (1985).Competitive Advantage. New York, NY: The Free Press.Porter, M. (1996). What is strategy? Harvard Business Review, 74(6), 19-26.Assignment TwoCurrent Process Steps TakenAdaptation to the Processes after ApprovalThe present and the future changes expressed in the above charts are very important to the growth and the improvement of the services in the GAC Hospital. The present table of processes is relevant to the organization as it helps them to identify the flaws present in the current process of services; by focusing on these processes, the hospital often needs to focus on the present situation so that they can plan on the future and that is the significance of the present chart.On the future charts; the hospital needs to focus on the future and so by having the diagrams that are forecasting on the future activities and thus the hospital can plan and implement the activities in preparation based on the human resources as well as the financial resources. Designing, improving and implementing processes needs a proper planning and preparation and so the future list of processes helps the organizations to put its plans in place and thus budget for the activities.Existing and future design, improvement and implementation diagrams are both important in helping the organization to determine the validity of the suggested or the proposed change. Therefore; as the organization plans to make significant changes to the operations of the organization, it is important that these diagrams are prepared and made useful in studying what is happening, the flaws, and the shortcomings and also helps in the identification of the most important steps to be taken. Sometimes organizations such as the GAC invest in facilities that are not helping them to achieve their goals to the latter and so theystudy their present processes, facilities and then compare to a benchmark. After the study and the comparison, the organization would then launch the most important design implementation processes and make the necessary changes. In conclusion, the present diagrams are as important as the future diagrams; the future diagrams also in addition is an instrument of planning and organizational decision making as well as useful in responding to emergency situations. Both of the above diagrams are thus important for the hospital. Assignment ThreeInitially, we have considered very many areas that need improvement and urgent changes in the General Acute Care Hospital in California. In this section, I focus on the change in the type of equipment that the hospital’s surgery department is using in their services. GAC needs to equip their theater (the surgical room). This would be one of the most influential determinants of the services that the hospital offers as well as the progress of the business in the organization. Therefore, the GAC Hospital needs to urgently buy modern equipment and stock the hospital to enhance their service delivery. The activity of equipping the hospital’s surgery department would begin from the department itself; the department would make the necessary recommendations then forward this to the main administration of the hospital. After the administration has certified and passed the necessity to purchase more equipment, then this would proceed to the procurement department which would make the general list of all the purchases that the hospital needs. The procurement department would then link up with the finance department who should accept and release money for the purchase of this equipment.Therefore, this activity would involve so many people and so many departments in the organization.On the evaluation of the completion of this task; this is often the responsibility of the team that is appointed to spearhead the necessary organizational changes in the hospital. The task would be performed by the doctors, the finance department and the procurement department jointly. After they have all jointly participated in such activity, then the team that is appointed to spearhead the changes would then supervise and ensure that all the necessary equipment is purchased in the hospital. Human Performance Measurement and Task CompletionThe measurement of the human performance in an organization is the process of assessing the form and the type of work they have done (Christopher & James, 2011). Human performance is based on the labor that the workers do and it is often measured in terms of the results that are seen after the work has been done (Harold et al., 2009). For instance, in the hospitals the human performance is measurement is done based on the number of successful surgeries and the number of people discharged successfully after treatment. This would mean that the doctors, the nurses among other staff members are working so well and doing their work effectively. Task completion on the other hand is the measurement of how well a project has been completed. This is often measured in terms of the time spent while performing a project. For instance, if GAC sets to equip the hospital with sufficient materials for the services then this would be done within a strict timeline and after that time, when all these equipment is available then it means that the task has been completed. Task completion is often measured in terms of time. In other definitions; task completion is a specific condition of a task, which matches certain “completion” criteria that is a special set of characteristics to recognize that a task was successfully accomplished (Christopher & James, 2011).When investigating the completion of a task, the following are the major factors to consider and to really look at; the goals which are measurable and controllable targets attained with the task, if these are successfully achieved then the task is completed. Secondly, the auditing of the constraints which are the compliance with the planned resources such as the time, the money, the scope (what was the amount of work that the project was to cover) and also the quality of the work done is also considered. Another factor considered is the requirements of the task to be completed which are the specific regulations such as safety and certification; did the task meet the above specification? Finally, the results are the most important in the measurement of the task completion. The main question here is; what positive and negative effects were gained with the task?The Six Sigma MethodThe Six Sigma model ensures the continuous improvement in the processes of the organization. Erik and Steenhuis(2010), defines six sigma as a measure of quality that strives for near perfection. The Six Sigma is a disciplined as well as a data-driven approach and methodology for eliminating defects; this means that it is the driving towards a six standard deviations between the mean and the nearest specification limit in any organizational process; some of these processes includes, the manufacturing process to the transactional process and then from theproduct to service. In a form of summary, the Six Sigma methodis seen as a quality program that after all is done then it improves the experience of the customers, it reduces the production costs and then helps in the building of better leaders for the organization (Erik &Steenhuis, 2010). The Fishbone Diagram2200275464185The People00The People742950416560Process00Process-723900416560Equipment00Equipment413384915938500-86677515938400 THE CAUSE EFFECT272415030099000-85725234315004199890292735Slow Response by the employees00Slow Response by the employees981075102235003619505080000-733425649605Materials 00Materials 2343150650875Management00Management819150650875Environment00Environment1752600508000029337005080000-1619255079900DiscussionBased on the Fishbone diagram presented above, the operations of the hospital and thus the implementation of the processes would mainly be faced with one major problem which is the resistance of the people or the slow response of the employees to adapt to the proposed changes. The cause of the effects as explained in the diagram include; the equipment, the process, the people (employees; doctors; nurses; procurement officers), the materials, the environment, and the management. Works CitedChristopher, K. M. & James C. M. (2011).Variance as a Measure of Performance in an Aviation Context.The International Journal of Aviation Psychology, 21(4), 397-412.Erik, D. B. &Steenhuis, H. J. (2010).Freedom of Choice in Technology Strategy?An Analysis of Technology Strategy in the Large Commercial Aircraft Industry.Journal: Technology Analysis & Strategic Management.16 (3), 381-393.Harold, S. B., William, R. N. & Heidi, A. H. (2009).Measurement of Human Performance in Complex Task Environments.Human Performance Journal, 5(4), 329-351.
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