Improving public sector service delivery: a developing economy experience

This is an accepted manuscript of an article published by Emerald in International Journal of Productivity and Performance Management on 10/09/2018, available online: https://doi.org/10.1108/IJPPM-05-2017-0129 The accepted version of the publication may differ from the final published version.© 2018, Emerald Publishing Limited. Purpose: The Pension Trust Company (PTC) in Ghana is the sole agency responsible for the management of the first-tier pension scheme as well as processing of claims submitted by beneficiaries for this scheme. The claim processing system at PTC was wrought with significant delays resulting in severe customer dissatisfaction and hardship to retirees. Hence, a new system – Age 54+ project – was developed to address the problems related to claims processing. The purpose of this paper is to report on the efficiency gains from the new claim processing system implemented at PTC and to use the philosophies behind the lean operations concept to explain the results. Design/methodology/approach: Data for this study were obtained from the benefits system of PTC for the period 2009–2013. The data consist of a series of benefits processing time for two groups of 56,000 claimants – those cleared under the Age 54+ project and those cleared under the old processing system. The processes of the two claim processing systems were analysed and their processing times compared. Findings: The new system – Age 54+ – decreased the average processing time for new claims by 20 per cent. The new system is a simple approach which is driven by a “Let’s Start in Time” idea. Originality/value: The operations management literature suggests that process redesign approaches and the implementation of continuous improvement techniques represent mechanisms for achieving performance improvements at governmental agencies. This study shows and discusses the redesign of a social security scheme process using a lean operation concept of waste elimination method and application of kanban to deliver performance improvement.Published versio

Individual Readiness for Change in the Context of Enterprise Resource Planning Systems Implementation

The present study takes a bottom-up approach and investigates the organizational implications of ERP systems implementation in organizations. We adopt a likely point of view of employees and study the ERP integration process along 3 dimensions: people, processes, and information. In this manner we discover the ERP-specific sources of resistance that could affect negatively the deployment of the software. Then, we argue that a general set of beliefs shapes employees readiness to change to ERP use and provides the foundation for resistance or for adoptive behavior. We define the concept of readiness for change in the context of ERP and introduce a readiness for change assessment approach. Then, we test empirically the study hypotheses upon which the research model was build. The results obtained offer insights into factors that can improve the effectiveness of ERP implementation strategies and underline the importance of change management for the success of such projects

ERP Conceptual Ecology

The technological evolution of recent years has made that information systems frequently adapt to the market realities to fulfill the improvements of the company’s organizational processes. In this context, new paradigms, approaches, and concepts were disseminated through the new realities of information systems. This study aims to verify how ERP (Enterprise Resource Planning) has been related to other information systems within its ecosystem. For this purpose, we have reviewed the literature based on 650 publications whose central theme was the ERP. The data were treated through a graphical analysis, inspired by SNA (Social Network Analysis), represented by related ERP concepts. The study results, determine the connection degree between the concepts that emerged with the technological evolution and the ERP, thus representing the ERP interoperability tendencies, over the last years. The study concludes that ERPs have been improving and substantially increasing the conditions of nteroperability with other information systems and with new organizational concepts that have emerged through the technological availability. This fact led to a better organizational process’s adoption and more organizational performance.info:eu-repo/semantics/publishedVersio

A review on the relation between simulation and improvement in hospitals

<p>Abstract</p> <p>Background</p> <p>Simulation applications on operations management in hospitals are frequently published and claim to support decision-making on operations management subjects. However, the reported implementation rates of recommendations are low and the actual impact of the changes recommended by the modeler has hardly been examined. This paper examines: 1) the execution rate of simulation study recommendations, 2) the research methods used to evaluate implementation of recommendations, 3) factors contributing to implementation, and 4) the differences regarding implementation between literature and practice.</p> <p>Results</p> <p>Altogether 16 hospitals executed the recommendations (at least partially). Implementation results were hardly reported upon; 1 study described a before-and-after design, 2 a partial before and after design. Factors that help implementation were grouped according to 1) technical quality, of which data availability, validation/verification with historic data/expert opinion, and the development of the conceptual model were mentioned most frequently 2) process quality, with client involvement and 3) outcome quality with, presentation of results. The survey response rate of traceable authors was 61%, 18 authors implemented the results at least partially. Among these responses, evaluation methods were relatively better with 3 time series designs and 2 before-and-after designs.</p> <p>Conclusions</p> <p>Although underreported in literature, implementation of recommendations seems limited; this review provides recommendations on project design, implementation conditions and evaluation methods to increase implementation.</p> <p>Methods</p> <p>A literature review in PubMed and Business Source Elite on stochastic simulation applications on operations management in individual hospitals published between 1997 and 2008. From those reporting implementation, cross references were added. In total, 89 papers were included. A scoring list was used for data extraction. Two reviewers evaluated each paper separately; in case of discrepancies, they jointly determined the scores. The findings were validated with a survey to the original authors.</p