Evaluating hospital design from an operations management perspective

Vos, Leti; Groothuis, Siebren; Merode, G.G. van

doi:10.1007/s10729-007-9034-7

Cited by 42 publications

(26 citation statements)

References 2 publications

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“…Lean systems, workforce management, planning and control systems, as well as quality management systems can aid in efficient hospital operations (Kollberg and Dahlgaard, 2007;Kujala et al, 2006;Li et al, 2002;Tucker and Edmondson, 2003;Goldstein and Ward, 2004;Rambani and Okafor, 2008). In addition, an effective layout and design of hospital areas and patient flow (Vos et al, 2007;Proudlove and Boaden, 2005); use of welldocumented standardized protocols, clinical pathways and evidence-based clinical practice guidelines (Scott et al, 2008;Rotter et al, 2010); and a committed approach to continuous improvement (Bloom et al, 2009;Dorgan et al, 2010) are regarded as best practices in operations management within hospitals (Vos et al 2007;Scott et al, 2008;Rotter et al, 2010).…”

Section: Operations Managementmentioning

confidence: 99%

“…However, a major impediment towards analyzing management practices within health care systems has been the lack of reliable empirical data on hospital management practices. The few studies that have been published are centered on specific aspects of management, such as operations management (McDermott and Stock, 2007;Vos et al, 2007), performance management (Giuffrida et al, 1999;Hafner et al, 2011), target management (Geelhoed and de Klerk, 2012) and people management (West et al, 2002;Hunter et al, 2000;Michie and West, 2004;Omar et al 2007) or in specific health care settings such as nursing . McKinsey & Co. attended to this research gap by designing a robust, multi-dimensional survey to measure hospital management practices in a holistic manner.…”

Section: Introductionmentioning

confidence: 99%

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Management practices in Australian healthcare: can NSW public hospitals do better?

Agarwal

Green

Agarwal

et al. 2016

Journal of Health Organization and Management

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Purpose – The purpose of this paper is to investigate the determinants of best management practices in an Australian state-run healthcare system, namely New South Wales (NSW), and studies the impact of a range of hospital factors in driving best management practices as a means of enhancing healthcare delivery. Design/methodology/approach – This study adapts a unique survey instrument globally tested to quantify the multi-dimensional nature of hospital management practices in 42 acute care public hospitals of NSW. The authors then analysed the role of hospital-specific characteristics in driving best management practices, namely hospital size (measured by the number of hospital beds, employees and doctors), level of skill and education, degree of hospital manager autonomy and organisational hierarchy. Findings – The findings of this study show the areas of strength and potential areas of improvement in NSW hospitals. The authors find a positive association between the adoption of better management practices and hospital size (measured by the number of hospital beds and employees), level of skills and education, degree of hospital manager autonomy and organisational hierarchy. However, hospital size as measured by the number of doctors did not have a statistically significant relationship. Practical implications – This paper is of interest to both hospital administrators, clinical doctors and healthcare policy-makers who want to improve and develop strategies for better management in the healthcare sector. Originality/value – This study provides an internationally comparable robust measure of management capability in public hospitals, and contributes to the evidence-base of management practices and performance in hospitals.

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Section: Operations Managementmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Management practices in Australian healthcare: can NSW public hospitals do better?

Agarwal

Green

Agarwal

et al. 2016

Journal of Health Organization and Management

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“…In the first stage, an optimization model for the facility layout is solved, and in the second stage, a simulation-optimization procedure for bed allocation is performed. Vos et al (2007) evaluate a hospital building design with the focus on ensuring that the design supports the efficient and effective operating of care processes. The authors evaluate different scenarios in a discrete-event simulation.…”

Section: Related Literaturementioning

confidence: 99%

A hierarchical facility layout planning approach for large and complex hospitals

et al. 2015

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The transportation processes for patients, personnel, and material in large and complex maximum-care hospitals with many departments can consume significant resources and thus induce substantial logistics costs. These costs are largely determined by the allocation of the different departments and wards in possibly multiple connected hospital buildings. We develop a hierarchical layout planning approach based on an analysis of organizational and operational data from the Hannover Medical School, a large and complex university hospital in Hannover, Germany.The purpose of this approach is to propose locations for departments and wards for a given system of buildings such that the consumption of resources due to those transportation processes is minimized. We apply the approach to this real-world organizational and operational dataset as well as to a fictitious hospital building and analyze the algorithmic behavior and resulting layout.

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“…Patient flow represents the ability of the healthcare system to serve patients quickly and efficiently as they move through stages of care. Blockage in the flow can increase waiting and through put time creating a negative effect on the quality of service delivery (4) . When patient flow is handled well, it is represented by short wait at registration, examination, diagnostic testing, surgery, placement in beds, and discharge (5) .…”

Section: Introductionmentioning

confidence: 99%