Capacity & Process Management aantekeningen
LECTURE 1
Introduction CPM
Service management
A service is an activity or series of activities of more or less intangible nature
that normally, but not necessarily takes place in interactions between the
customer and service employees and/or physical resources or goods and/or
systems of the service provider, which are provided as solutions to customer
problems. (Gronroos, 1990)
Characteristics of services
Intangible (you cannot pick it up)
Non-transferrable ownership
Customer participation (customer must be available at every step when it
is delivered)
Simultaneous creation and use
Heterogeneity (consultations are all different. The interaction makes the
activity)
Perishable (we cannot keep it / put it in stock)
The service package
In the core is the service experience. A part of the experience is explicit. But also
more implicit parts. This is indirect. This together makes how the customer is
feeling about the service. We don’t realize
,Outer circle is consisting of information, facilitating goods (every material, leaflet
etc.) and supporting facility (resource/room/equipment that we need to provide
the service)
(Health service) Operations management
- Operations Management = The control (beheersen) of the activities
involved in producing goods and providing services, and the study of the
best ways to do this.
- Health Service Operations Management (HSOM) = Analysis, design,
planning and control of all the steps necessary to provide services for
patients in such a way that their needs are met, that service standards are
met, and resources are used efficiently.
o Doing what the patient expect. Think about what they need. But also
about the efficient use of resources. It is about the balance
HSOM: Process – Unit – Network
Unit = a department in a health organization
that performs operations of the same operation
(niet alleen letterlijk operatie) type
Process/chain = series of operations that need
to be performed to produce a particular service
Network = combination of units and chains
performing operations for services for several
groups of clients
Methodology: problem solving cycle (Van Aken)
using models and analysis facilitate learning before doing
Problem mess problem definition/statement
Always a mixed method approach
Compare all solutions and then decide on the intervention
Financial management
= costs, income, investment
,Introduction Capacity & Process Management
Week 1 Unit OM: balancing Capacity & Demand
Week 2 FM: cost analyses and trade-offs
Week 3 Modelling and quantitative analyses
Week 4 Process OM: managing processes and chains
Week 5 Standardization versus customization
Week 6 Response & exam preparation
Balancing Capacity & Demand
Levels of planning
3 levels of planning:
strategic choices (strategic scheduling) = availability of the right resources in
sufficient quantity
tactical management (tactical scheduling) = allocation of resources to
departments and specialties
operational planning (operational scheduling) = scheduling of patients
, Scheduling system
o Walk-in (wait for your turn. Most regular is first come, first served)
o Appointment scheduling (slots in the agenda. Allocating specific spots to
specific patient groups)
o Risico dat mensen niet komen opdagen en er gaten in het schedule
komen
o Meer management nodig
o Waiting list
Demand, capacity & variability
Demand patient groups with different characteristics
We moeten hier meer over weten voordat je tactical resource allocation
kan toepassen
Capacity access to resources that are required for the operations of a unit
Bijvoorbeeld, accommodation, equipment, medical staff en other staff
Demand following resource Planning leading resource
Influence each other within an organization
Demand & variability
Variability refers to deviation from average conditions
Predictable variation – seasonality in arrival patterns
LECTURE 1
Introduction CPM
Service management
A service is an activity or series of activities of more or less intangible nature
that normally, but not necessarily takes place in interactions between the
customer and service employees and/or physical resources or goods and/or
systems of the service provider, which are provided as solutions to customer
problems. (Gronroos, 1990)
Characteristics of services
Intangible (you cannot pick it up)
Non-transferrable ownership
Customer participation (customer must be available at every step when it
is delivered)
Simultaneous creation and use
Heterogeneity (consultations are all different. The interaction makes the
activity)
Perishable (we cannot keep it / put it in stock)
The service package
In the core is the service experience. A part of the experience is explicit. But also
more implicit parts. This is indirect. This together makes how the customer is
feeling about the service. We don’t realize
,Outer circle is consisting of information, facilitating goods (every material, leaflet
etc.) and supporting facility (resource/room/equipment that we need to provide
the service)
(Health service) Operations management
- Operations Management = The control (beheersen) of the activities
involved in producing goods and providing services, and the study of the
best ways to do this.
- Health Service Operations Management (HSOM) = Analysis, design,
planning and control of all the steps necessary to provide services for
patients in such a way that their needs are met, that service standards are
met, and resources are used efficiently.
o Doing what the patient expect. Think about what they need. But also
about the efficient use of resources. It is about the balance
HSOM: Process – Unit – Network
Unit = a department in a health organization
that performs operations of the same operation
(niet alleen letterlijk operatie) type
Process/chain = series of operations that need
to be performed to produce a particular service
Network = combination of units and chains
performing operations for services for several
groups of clients
Methodology: problem solving cycle (Van Aken)
using models and analysis facilitate learning before doing
Problem mess problem definition/statement
Always a mixed method approach
Compare all solutions and then decide on the intervention
Financial management
= costs, income, investment
,Introduction Capacity & Process Management
Week 1 Unit OM: balancing Capacity & Demand
Week 2 FM: cost analyses and trade-offs
Week 3 Modelling and quantitative analyses
Week 4 Process OM: managing processes and chains
Week 5 Standardization versus customization
Week 6 Response & exam preparation
Balancing Capacity & Demand
Levels of planning
3 levels of planning:
strategic choices (strategic scheduling) = availability of the right resources in
sufficient quantity
tactical management (tactical scheduling) = allocation of resources to
departments and specialties
operational planning (operational scheduling) = scheduling of patients
, Scheduling system
o Walk-in (wait for your turn. Most regular is first come, first served)
o Appointment scheduling (slots in the agenda. Allocating specific spots to
specific patient groups)
o Risico dat mensen niet komen opdagen en er gaten in het schedule
komen
o Meer management nodig
o Waiting list
Demand, capacity & variability
Demand patient groups with different characteristics
We moeten hier meer over weten voordat je tactical resource allocation
kan toepassen
Capacity access to resources that are required for the operations of a unit
Bijvoorbeeld, accommodation, equipment, medical staff en other staff
Demand following resource Planning leading resource
Influence each other within an organization
Demand & variability
Variability refers to deviation from average conditions
Predictable variation – seasonality in arrival patterns
