Achieving a New Standard in Primary Care for Low-Income Populations -- Case Studies of Redesign and Change Through a Learning Collaborative

Describes four case studies that focus on improving patient care delivery systems through learning collaboratives that were undertaken by New York City's nonprofit Primary Care Development Corporation

Applications of lean thinking: a briefing document

This report has been put together by the Health and Care Infrastructure Research and Innovation Centre (HaCIRIC) at the University of Salford for the Department of Health. The need for the report grew out of two main simple questions, o Is Lean applicable in sectors other than manufacturing? o Can the service delivery sector learn from the success of lean in manufacturing and realise the benefits of its implementation?The aim of the report is to list together examples of lean thinking as it is evidenced in the public and private service sector. Following a review of various sources a catalogue of evidence is put together in an organised manner which demonstrates that Lean principles and techniques, when applied rigorously and throughout an entire organization/unit, they can have a positive impact on productivity, cost, quality, and timely delivery of services

Crafting A Human Resource Strategy To Foster Organizational Agility: A Case Study

A decade ago, the CEO of Albert Einstein Healthcare Network (AEHN), anticipating a tumultuous and largely unpredictable period in its industry, undertook to convert this organization from one that was basically stable and complacent to one that was agile, “nimble, and change-hardy”. This case study briefly addresses AEHN’s approaches to business strategy and organization design, but focuses primarily on the human resource strategy that emerged over time to foster the successful attainment of organizational agility. Although exploratory, the study suggests a number of lessons for those who are, or will be, studying or trying to create and sustain this promising new organizational paradigm

Navigating Through the Maze of Business Process Change Methods

Business Process Management (BPM) is an approach adopted by many organizations for improving their business processes in order to serve their customers more efficiently and effectively. Literature on BPM offers a plethora of methods used as a guide when improving business processes. Some are promoted as methods for process reengineering, while others as methods for improvement, redesign, or innovation. The number of BPM methods is overwhelming, such that organizations are faced with the challenge to select one that best fits their needs. In this paper, we follow a systematic literature review approach to investigate the characteristics of existing BPM methods. We find that the ambition, nature and perspective of the methods are important to determine whether they can be used for radical or incremental process change. Our findings point to the lack of research done on methods for radical process change

Framing quality improvement tools and techniques in healthcare: the case of Improvement Leaders' Guides

The paper presents a study of how quality improvement tools are framed within healthcare settings.\ud \ud The paper employs an interpretive approach to understand how quality improvement tools and techniques are mobilised and legitimated using a case study of the NHS Modernisation Agency Improvement Leaders’ Guides.\ud \ud Improvement Leaders’ Guides were framed within a service improvement approach encouraging the use of quality improvement tools and techniques within healthcare settings. Their use formed part of enacting tools and techniques across different contexts. Whilst this enactment was believed to support the mobililsation of tools and techniques, the experience also illustrated the challenges in distributing such approaches.\ud \ud The paper provides a contribution to our understanding of framing the 'social act' of quality improvement. Given the ongoing emphasis on quality improvement and the persistent challenges involved, it also provides information for healthcare leaders globally in seeking to develop, implement or modify similar tools and distribute leadership within health and social care settings.\ud \ud \u

Driving Value in Medicaid Primary Care: The Role of Shared Support Networks for Physician Practices

Examines the challenges of transforming small primary care practices under healthcare reform and options for Medicaid to drive changes through practice supports to help implement and sustain new models of care or catalyze investments in new systems

A simulation of film cooling in the leading edge region of a turbine blade (trench effect on film effectiveness from cylinder in crossflow)

Film cooling is one of the cooling system techniques applied to the turbine blade. Gas turbine use film cooling technique to protect turbine blade from expose directly to a hot gas to avoid the blade from defect. The focus of this investigation is to investigate the effect of embedded three difference depth of trench at cooling holes geometry to the film cooling effectiveness. Comparisons are made under blowing ratio 1.0, 1.25, 1.5 and 2.0. Three configuration leading edge with depth Case A (0.0125D), Case B (0.0350D) and Case C (0.713D) were compared to leading edge without trench. Result shows that as blowing ratio increased from 1.0 to 1.25, the film cooling effectiveness is increase for leading edge without trench and also for all cases. However when the blowing ratio is increase to 1.5, film cooling effectiveness is decrease for all cases. Meanwhile for blowing ratio 2.0, the result shows the effect of depth is too small for all the cases. Overall the Case B with blowing ratio 1.25 has the best film cooling effectiveness with significant improvement compared to leading edge without trench and with trench Case A and Case C

Strategic Organizational Response of an Indo-Japenese Joint Venture to Indian's Economic Liberalization

The Indian economy began its liberalization process in 1991 under the structural adjustment program of the IMF and the World Bank. The structural adjustment program required India to deregulate in a phased manner, eliminate the license regime and to open its economy to foreign capital. With the opening of the economy, the Indian market has become intensely competitive and turbulent with the entry of greater foreign participation. This paper tries to build a conceptual model of strategic response through effective human resource management policies and practices within such a market environment. The article tries to understand this phenomenon from a contingency perspective through a single detailed case-study of an Indo-Japanese Joint Venture. Several issues relating to organizational redesign, effective corporate responses like organizational redesign, professional and employee oriented modes of management and a hybrid model of Indo-Japanese HRM interventions are discussed.Liberalization; Corporate response; Organizational design; Japanese management systems; Human resource management

The Field-tested and Grounded Technological Rule as Product of Mode 2 Management Research �

management, research