Simulation As a Method To Support Complex Organizational Transformations in Healthcare  Diederik Rothengatter,  Christiaan...
Transition in Healthcare: Towards Patient Centric Care <ul><li>What are Barriers? </li></ul><ul><li>How can IT help to ach...
The case of Gelre Hospital: 2008-2010 08-02-11 Amcis 2010, Peru 210,000 patient treatments yearly 250 beds 18 outpatient c...
Gelre: Transition to patient centric hospital:  <ul><li>Objectives: </li></ul><ul><li>Motto”Staying Central Waiting Decent...
Gelre: Transition to patient centric hospital: challenges <ul><li>Many attempts to implement patient centric processes hav...
Our Approach: How to Support Complex Organizational Transformations in Healthcare? <ul><li>Using Realistic Simulations in ...
Our Approach: How to Support Complex Organizational Transformations in Healthcare? Development process Design process Inte...
Our Approach: How to Support Complex Organizational Transformations in Healthcare? <ul><li>Case Study over 15 months 2008-...
Our Approach: How to Support Complex Organizational Transformations in Healthcare? 08-02-11 Amcis 2010, Peru Move from ini...
Simulation model <ul><li>Output </li></ul><ul><li>Occupation rate, </li></ul><ul><li>Utilization of expensive equipment, <...
Historical Data Planning  Executie Simulatie 2D Visual 3D Visual Performance KPI’s Building Layout Treatment  Planning HR ...
Examples of Simulation Results <ul><li>800 visits weekly </li></ul><ul><li>Not equally distributed across the week </li></...
Examples of Simulation Results 08-02-11 Amcis 2010, Peru Patient arrive 15 minute early on average Variance 9, max. 94 min...
Examples of Simulation Results 08-02-11 Amcis 2010, Peru
Examples of Simulation Results 08-02-11 Amcis 2010, Peru
Examples of Simulation Results: Heat Map 08-02-11 Amcis 2010, Peru
Conclusions <ul><li>Practical Contributions </li></ul><ul><ul><li>Enhancement and validity of the model </li></ul></ul><ul...
Questions? Diederik Rothengatter,  Christiaan Katsma Jos van Hillegersberg [email_address] Department of Information Syste...
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Simulation As a Method To Support Complex Organizational Transformations in Healthcare

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How to Support Complex Organizational Transformations in Healthcare?

Using Realistic Simulations in Participatory Workshops
Contributions:
Functionalistic Approaches Dominate in design and implementation
-> Integration of Functionalistic and Interpretive approach
Simulation is traditionally used as a method to quantitatively analyse performance issues and improvement opportunities
-> The use of simulation in participative and collaborative workshop settings
Simulation traditionally uses mathematical models of reality with several assumptions and constraints
-> Higly accurate models based on real world data from planning systems and future organization layout

Based on:
Rothengatter, Diederik; Katsma, Christiaan; and Hillegersberg, Jos van, "Simulation As a Method To Support Complex
Organizational Transformations in Healthcare" (2010). AMCIS 2010 Proceedings. Paper 554.
http://aisel.aisnet.org/amcis2010/554

Published in: Health & Medicine
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Transcript of "Simulation As a Method To Support Complex Organizational Transformations in Healthcare "

  1. 1. Simulation As a Method To Support Complex Organizational Transformations in Healthcare Diederik Rothengatter, Christiaan Katsma Jos van Hillegersberg Department of Information Systems and Change Management
  2. 2. Transition in Healthcare: Towards Patient Centric Care <ul><li>What are Barriers? </li></ul><ul><li>How can IT help to achieve a succesful transformation? </li></ul>08-02-11 Amcis 2010, Peru
  3. 3. The case of Gelre Hospital: 2008-2010 08-02-11 Amcis 2010, Peru 210,000 patient treatments yearly 250 beds 18 outpatient clinics
  4. 4. Gelre: Transition to patient centric hospital: <ul><li>Objectives: </li></ul><ul><li>Motto”Staying Central Waiting Decentral” </li></ul><ul><li>The new building should increase service quality while using less space </li></ul><ul><li>Patients are well informed of apointments and schedule changes or delays </li></ul><ul><li>Patients wait most time in a comfortable central facility and move to the policlinics “just in time” </li></ul><ul><li>The medical services are deliverd efficiently </li></ul>08-02-11 Amcis 2010, Peru
  5. 5. Gelre: Transition to patient centric hospital: challenges <ul><li>Many attempts to implement patient centric processes have failed! </li></ul><ul><li>Outpatient departments (polyclinics) operate largely independently </li></ul><ul><li>Medical Specialist prefer to control their own agenda and operations </li></ul><ul><li>Specialists fear idle time </li></ul><ul><li>Resistance to Change </li></ul><ul><li>Conflicting goals </li></ul><ul><li>High process stochasticity, variability, heterogeneity, dependencies </li></ul><ul><li>Limited knowledge of/Belief in IT, Process Management, .. </li></ul>08-02-11 Amcis 2010, Peru
  6. 6. Our Approach: How to Support Complex Organizational Transformations in Healthcare? <ul><li>Using Realistic Simulations in Participatory Workshops </li></ul><ul><li>Contributions: </li></ul><ul><li>Functionalistic Approaches Dominate in design and implementation </li></ul><ul><ul><li>-> Integration of Functionalistic and Interpretive approach </li></ul></ul><ul><li>Simulation is traditionally used as a method to quantitatively analyse performance issues and improvement opportunities </li></ul><ul><ul><li>-> The use of simulation in participative and collaborative workshop settings </li></ul></ul><ul><li>Simulation traditionally uses mathematical models of reality with several assumptions and constraints </li></ul><ul><ul><li>-> Higly accurate models based on real world data from planning systems and future organization layout </li></ul></ul>08-02-11 Amcis 2010, Peru
  7. 7. Our Approach: How to Support Complex Organizational Transformations in Healthcare? Development process Design process Interaction Interventions <ul><li>Org. Objectives & Strategy, </li></ul><ul><li>Systems, processes & Org structure, </li></ul><ul><li>Competences and Org. behaviour </li></ul><ul><li>Different social interactions and collaborations </li></ul><ul><li>Competence increase of the organisational members </li></ul>Coherence
  8. 8. Our Approach: How to Support Complex Organizational Transformations in Healthcare? <ul><li>Case Study over 15 months 2008-2009 </li></ul><ul><li>Action Research Approach </li></ul><ul><li>Data collection inverviewing Management, Medical Specialists and Administrators </li></ul><ul><li>375 patients were interviewed to add to the system data </li></ul><ul><li>Development of a Realistic Simulation Model to Design and Discuss in 4 Subsequent workshops: </li></ul><ul><ul><li>The future processes/workflow </li></ul></ul><ul><ul><li>The future systems </li></ul></ul><ul><ul><li>and organization structures </li></ul></ul>08-02-11 Amcis 2010, Peru
  9. 9. Our Approach: How to Support Complex Organizational Transformations in Healthcare? 08-02-11 Amcis 2010, Peru Move from initially educational validity to representational validity
  10. 10. Simulation model <ul><li>Output </li></ul><ul><li>Occupation rate, </li></ul><ul><li>Utilization of expensive equipment, </li></ul><ul><li>Patient throughput, </li></ul><ul><li>And waiting times (both for patients and medical staff) </li></ul><ul><li>Input </li></ul><ul><li>Patients’ arrival profiles (per year, day, minute) </li></ul><ul><li>Medical staff’s consultation and operation planning </li></ul><ul><li>Known process description and current and future workflow </li></ul><ul><li>Information flows and accompanying information systems </li></ul><ul><li>Time of patient arrival and departure (interview data) </li></ul><ul><li>Future facilities’ layout. </li></ul>08-02-11 Amcis 2010, Peru
  11. 11. Historical Data Planning Executie Simulatie 2D Visual 3D Visual Performance KPI’s Building Layout Treatment Planning HR Planning Alternative Planning Scenarios Quiet, Average Stress scenario Alternative layouts
  12. 12. Examples of Simulation Results <ul><li>800 visits weekly </li></ul><ul><li>Not equally distributed across the week </li></ul>08-02-11 Amcis 2010, Peru
  13. 13. Examples of Simulation Results 08-02-11 Amcis 2010, Peru Patient arrive 15 minute early on average Variance 9, max. 94 minutes
  14. 14. Examples of Simulation Results 08-02-11 Amcis 2010, Peru
  15. 15. Examples of Simulation Results 08-02-11 Amcis 2010, Peru
  16. 16. Examples of Simulation Results: Heat Map 08-02-11 Amcis 2010, Peru
  17. 17. Conclusions <ul><li>Practical Contributions </li></ul><ul><ul><li>Enhancement and validity of the model </li></ul></ul><ul><ul><li>New social interactions and collaborations are initiated </li></ul></ul><ul><ul><li>Feasibility of the new organization, process and system </li></ul></ul><ul><ul><li>Rephrasing the original ‘problem’ into a constructive setting </li></ul></ul><ul><li>Theoretical Contributions, case describes succesfsul use of </li></ul><ul><ul><li>Integration of Functionalistic and Interpretive approach </li></ul></ul><ul><ul><li>Added value of simulation in participative and collaborative development </li></ul></ul><ul><ul><li>Added value of Simulation addressing physical (layout), organization, process and system issues </li></ul></ul><ul><li>Future Research: </li></ul><ul><ul><li>Improve Service quality in Professional Service Organisations </li></ul></ul>08-02-11 Amcis 2010, Peru
  18. 18. Questions? Diederik Rothengatter, Christiaan Katsma Jos van Hillegersberg [email_address] Department of Information Systems and Change Management

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