Protocol: action planning for action research about kaizen in public organizations. The case of higher education

Marín-García, Juán A.; García-Sabater, Julio J.; Maheut, Julien

doi:10.4995/wpom.v9i1.8990

Cited by 10 publications

(9 citation statements)

References 41 publications

(46 reference statements)

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“…At this time, the clustering of different patient types, the stages they will pass through during the course of the disease and the time each stage lasts can be considered rather inconclusive. The diagram and data in Figure 1 have been taken from different sources (Aylward & Liang, 2020;Bhatraju et al, 2020; European center for disease prevention and control, 2020; European Centre for Disease Prevention and Control, 2020;Ferguson et al, 2020;Manninen, 2020;National Vital Statistics System, 2020;Zhou et al, 2020). In theory, we can consider them to be the best approximation available during the first six weeks of the lockdown in Spain, until more up-to-date data are available to replace these estimates.…”

Section: The Covid-19 Crisis From An Operations Management Perspectivementioning

confidence: 99%

“…Three preliminary phases are proposed in this work (definition of the problem, identification of the relevance of the topic and action planning) for an action research (Erro-Garcés & Alfaro-Tanco, 2020;Marin-Garcia et al, 2018) that will be carried out over the next few months. Within it, the development of a tool is proposed to support decisionmaking based on possible resource consumption scenarios in the health services, in light of an uncontrolled COVID-19 pandemic.…”

Section: Introductionmentioning

confidence: 99%

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Operations Management at the service of health care management: Example of a proposal for action research to plan and schedule health resources in scenarios derived from the COVID-19 outbreak

Marín-García

García-Sabater

Ruiz³

et al. 2020

JIEM

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Purpose: With this work, we intend to promote research on the application of Operations Management tools in order to assist with decision-making in health crisis situations. During the first six weeks of the COVID-19 crisis in Spain, we have contacted a large number of hospital and health department managers in the Valencian Community and other regions of Spain. The result is that very few, at least when contact was made and at the time of writing this article, had consulted staff members in the Operations Management area for advice on this situation, and they are quite reluctant to do so. This is in spite of the fact that some medical sources also consider this crisis to be one of resources, not merely a medical crisis. Our opinion is that Operations Management can make a useful and valuable contribution to anticipate and improve the management of scarce resources, even in times of crisis. If those responsible for public health or heads of hospitals do not see this usefulness, then there is a huge gap between research and practice in Operations Management and what is transmitted to the healthcare sector. Our aim is to help reduce this gap.Design/methodology/approach: In the first part of the article, we will justify that this crisis, besides being a medical crisis, is also a crisis in terms of resources. We will briefly review some of the Operations Management tools that we believe are appropriate for managing this crisis. We will focus on those that we will illustrate in the second part of the article as a practical example of the action research protocol (only the action planning phase), in which we are currently involved.Findings: Due to the peculiarities of the COVID-19 epidemic, it is reasonable to think that the evolution and duration of each outbreak, and the way it is dealt with, will be different in each hospital and/or each health department. Anticipating the number of patients who will require care and forecasting the consumption of resources over time is complex, due to the long and variable incubation times and the uncontrolled evolution of the treatments needed by each patient. Furthermore, since the evolution of new patient admissions is not homogeneous, the forecasting of requirements is difficult. Providing real-time support and detecting with a certain degree of anticipation the potential levels of demand for health care will enable hospitals to define what stages of the contingency plan to apply and how to (re)assign the available resources in the most efficient way possible.Research limitations/implications: Hardly any current data are available, not only publicly, but also through public health ministries and managers; those that are available are not very reliable and come from studies with non-representative samples. For this reason, all forecasts must be taken with a note of caution, and in particular, designing review mechanisms every time a new set of updated reliable data becomes available (something that occurs on a weekly basis).Originality/value: In this work, we will show an example of a proposal for the practical application of Operations Management tools. Our proposal may be useful to hospital managers and public administrators in the healthcare sector (regional ministries or their equivalents). Each health department, hospital or hospital group will generate the aggregate data that facilitate the calculation of needs as input parameters for the model (available and occupied beds, daily admissions, mean lengths of stay in each healing phase and the percent of patients who evolve from one stage to another in the progression of the disease/healing process) and will be able to analyze how the system responds and evaluate different strategies or mitigating actions. These tools have been shown to be useful and reliable in manufacturing and service contexts that show a strong seasonal demand (both occasional and recurring) requiring a great deal of resources. We believe these situations are analogous to those faced by hospitals and the healthcare system in an epidemic like COVID-19. With them, we could facilitate the aggregate planning of resources for hospital administrators in order to provide them operational support during the COVID-19 contingency plan. However, the array of useful tools for this crisis is not limited to those that we will illustrate. Our intent is to encourage the Operations Management academic community to demonstrate how they contribute to the service of society in this COVID-19 epidemic, providing knowledge that can be extrapolated to other similar situations in the future that we may be unfortunate enough to experience.

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Section: The Covid-19 Crisis From An Operations Management Perspectivementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Operations Management at the service of health care management: Example of a proposal for action research to plan and schedule health resources in scenarios derived from the COVID-19 outbreak

Marín-García

García-Sabater

Ruiz³

et al. 2020

JIEM

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“…No parece haber suficientes publicaciones que permitan generalizar estos resultados a todo tipo de contextos. Algunas publicaciones ponen de manifiesto que las barreras para el uso de este tipo de herramientas, pueden superar a los facilitadores en contextos de servicios públicos (Marin-Garcia et al, 2018b).…”

Section: Publicaciones Anteriores Sobre El Temaunclassified

“…There do not seem to be enough publications in order to generalize these results to all kinds of contexts. Some publications reveal that the barriers from using such tools can overcome facilitators in public service contexts (Marin-Garcia et al, 2018b). Very few reviews have focused specifically on the VSM and the health services sector (Nowak et al, 2017;Vidal-Carreras et al, 2015).…”

mentioning

confidence: 99%

“…En este contexto se pueden utilizar diferentes técnicas que ayudan al proceso de mejora continua y despliegue de la producción ajustada (Marin-Garcia & Bonavia, 2011;Marin-Garcia & Carneiro, 2010;Marin-Garcia et al, 2012;Scott, 2001). Una de ellas, es el Mapa de la Cadena de Valor (VSM -Value Stream Map-), que tradicionalmente se considera como fundamento o pilar básico para el despliegue de las otras (Coetzee et al, 2016;Marin-Garcia & Mateo Martínez, 2013;Vidal-Carreras et al, 2015).…”

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Protocol: Value Stream Maping in Healthcare. A systematic literature review

Marín-García

Vidal-Carreras

Sabater

et al. 2019

Work. pap. oper. manag.

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Until 2016, very few works had investigated the use of the VSM. With this research, we will discover if the situation has changed in the last 3 years. In the lean manufacturing context, different techniques that help the continuous improvement process can be used () that aims to promote research transparency and replication. The concepts investigated in it are defined (VSM and health services sector), a research niche is justified, and the search and codification procedure of the systematic literature review is established. Although there are different versions of the VSM (Dinis-WPOM, Vol 10 Nº2 (36-54) 37 specialists, hospitals, referral centers for rare diseases, and geriatric or disability care). We wish to explore the use in organizations of any country worldwide whose ownership is public, private or a nonprofit foundation. We will focus on patient health services. We will not include the pharmaceutical industry or the operation of governmental or nongovernmental public health structures (e.g. ministries, the Red Cross or similar). Different literature reviews on the VSM have been published. Some focus on analyzing several sectors, predominantly manufacturing. Previous research seems to indicate that the VSM allows the transparency of the process to improve by making it much more understandable for the agents involved in it (Shou et al., 2017;Vidal-Carreras et al., 2015); reduce process times (lead times) (Shou et al., 2017) and inventories (Shou et al., 2017). However, these results come mostly from repetitive manufacturing contexts (linked to the automotive or consumer electronics sectors, or their auxiliary industries), and normally from Anglo-Saxon countries. There do not seem to be enough publications in order to generalize these results to all kinds of contexts. Some publications reveal that the barriers from using such tools can overcome facilitators in public service contexts (Marin-Garcia et al., 2018b). Very few reviews have focused specifically on the VSM and the health services sector (Nowak et al., 2017;Vidal-Carreras et al., 2015). Both conclude that there is not enough material to provide evidence for and a conclusive answer to our research questions. The systematic review that we propose in this protocol intends to answer (in a future publication) the following questions: 1) what is the VSM research gap that applies to the health services sector that currently exists?; 2) is the VSM being used in hospitals or other health centers?; 3) what VSM version is common in health sector publications?; 4) collect examples of the VSM in hospitals/heath centers; 5) how was the VSM used in the hospitals/health centers that have applied it?; 6) what problems and/or difficulties have arisen while drawing the VSM or after drawing it? Different programs will be used for the bibliometric analysis (see details in Marin-Garcia and Alfalla-Luque (2019)). First, the R Bibliometrix package (Aria & Cuccurullo, 2017;Garfield, 2004;Wulff Barreiro, 2007) and also the suitability of SciMAT (Cobo et al., 2012;Santana & Lo...

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Relevant factors to implement continuous improvement in administrative services of public universities: an action research study

Marin-Garcia,

Garcia-Sabater,

Garcia-Sabater

et al. 2024

Production Planning & Control

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Protocol: action planning for action research about kaizen in public organizations. The case of higher education

Cited by 10 publications

References 41 publications

Operations Management at the service of health care management: Example of a proposal for action research to plan and schedule health resources in scenarios derived from the COVID-19 outbreak

Operations Management at the service of health care management: Example of a proposal for action research to plan and schedule health resources in scenarios derived from the COVID-19 outbreak

Protocol: Value Stream Maping in Healthcare. A systematic literature review

Relevant factors to implement continuous improvement in administrative services of public universities: an action research study

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