Abdominal surgery process modeling frameworkfor simulation using spreadsheets

We provide a continuation of the existing Activity Table Modeling methodology with a modu-lar spreadsheets simulation. The simulation model developed is comprised of 28 modelingelements for the abdominal surgery cycle process. The simulation of a two-week patientflow in an abdominal clinic with 75 beds demonstrates the applicability of the methodol-ogy. The simulation does not include macros, thus programming experience is not essentialfor replication or upgrading the model. Unlike the existing methods, the proposed solu-tion employs a modular approach for modeling the activities that ensures better readability,the possibility of easily upgrading the model with other activities, and its easy extensionand connectives with other similar models. We propose a first-in-first-served approach forsimulation of servicing multiple patients. The uncertain time duration of the activities ismodeled using the function “rand()”. The patients movements from one activity to the nextone is tracked with nested “if()” functions, thus allowing easy re-creation of the processwithout the need of complex programming

Healthcare process analysis and improvement at Department of abdominal surgery-University Medical Centre Ljubljana

Background: Healthcare processes in hospitals, likewise processes in companies or governmental organizations, may accumulate problems and obstacles over time, which consequently cause the processes to become ineffective. BPM (Business Process Management) is an approach to process modeling, improvement and automating, which has been used with great success for process improvement. Methods: This work was to examine the possibility of improving healthcare process by using BPM. To implement BPM ideas, a revised TAD (Tabular Application Development) methodology was developed, representing an important contribution to BPM. The first three phases of the TAD methodology were introduced in a step-bystep approach. The first phase deals with process identification, the second develops the “as-is” model, and the third phase discusses process improvement by developing a “to-be” model. Results: We found that (a) the Surgery process is efficient and well organized; (b) patient stay in the Department could be shortened; however for humane and social reasons the leadership prefers to leave the residence time as it is; (c) the process is associated with some time-consuming activities that are performed by other departments and represent the bottleneck of the process. Conclusions: The following were concluded (a) BPM proved to be a suitable approach for carrying out healthcare process improvement; (b) the revised TAD methodology showed to be consistent and efficient in performing BPM approach; (c) The Surgery process discussed was found to be an effective one and no changes or improvements are needed; (d) Concerning time-consuming activities, the leadership decided to discuss this problem with the management of the departments where the activities are executed

Model vrednotenja kot orodje za obvladovanje kompleksnosti uvajanja globalnih sistemov ERP

The implementation of complex ERP systems in global business environments requires a sound methodological approach. Companies have been experiencing many project failures in the past, since the projects by far exceeded their time and budget frameworks and/or did not render the expected results. In the article is presented a study of critical success factors (CSFs) which the companies should take into account in every ERP project. Presented are case studies of five anonymous companies belonging to the international corporation. The focus is on the definition of the global efficiency factors or GEFs which allow us to design a global concept of the whole ERP system and are more broadly defined than CSFs. Thus are ensured efficient and productive roll-out implementations in all subsequent companies of the group. Developed was a multi-attribute evaluation model based on these factors which focuses primarily on the content of the system and not that much on the project management CSFs. GEFs namely allow us to efficiently manage the complexity of the ERP implementation projects while the multi-attribute evaluation model makes it possible to evaluate the project in its different project stages, thereby measuring whether the project is on track in terms of its global content design. The results of the evaluation were also analyzed by positioning the five case study projects on the maturity curve for both being implemented with or without the use of GEFs.Uvajanje kompleksnih celovitih informacijskih rešitev za načrtovanje virov podjetja – sistemov ERP – v globalnih poslovnih okoljih zahteva primeren metodološki pristop. Mnogo podjetij je v preteklosti izkusilo neuspeh na projektih, ki so presegali časovne in finančne okvire ali pa rezultati niso bili v skladu z zastavljenimi cilji. Pričujoča študija obravnava kritične dejavnike uspeha (KDU), ki bi jih morala podjetja upoštevati pri uvajanju sistemov ERP. Predstavljene so študije primerov petih anonimnih podjetij, ki pripadajo isti mednarodni korporaciji. Študija se osredotoča na definicijo učinkovitih globalnih dejavnikov (UGD), ki omogočajo oblikovanje širše globalne zasnove celotnega sistema ERP in se po tem razlikujejo od omenjenih KDU. Le-ta pa zagotavlja učinkovito in produktivno izvajanje izvedenih projektov v vseh podjetjih skupine. V sklopu UGD je bil razvit večkriterijski model za vrednotenje, ki je usmerjen predvsem v vsebino sistema in ne v KDU projektnega managementa. UGD nam namreč omogočajo obvladovanje kompleksnosti projektov uvajanja sistemov ERP, medtem ko nam večkriterijski model za vrednotenje dovoljuje ocenjevanje tega projekta v posameznih fazah. S pomočjo tega modela dejansko lahko merimo, ali se projekt odvija v skladu z globalno zasnovo vsebine

Process Management: A Multi-disciplinary Guide to Theory, Modeling, and Methodology

Process management affects the functioning of every organization and consequently affects each of us. This book focuses on the multi-disciplinary nature of process management by explaining its theoretical foundations in relation to other areas such as process analysis, knowledge management, and simulation. A crucial linkage between theory and concrete methodology of Tabular Application Development (TAD) is presented as a practical approach consisting of five phases that deal with process identification and modeling, process improvement, development of a process management system and finally - monitoring and maintenance

TAD: An Object-Oriented Method

Tabular Application Development (TAD) is a new method which develops the application by creating several tables. TAD has five phases. First phase identifies the entities of the system. The second phase defines the activities of the organization. The third phase identifies the objects of the system. The fourth phase designs the application model. The final phase deals with the implementation. TAD was used successfully to develop a hospital I

Project planning practices based on enterprise resource planning systems in small and medium enterprises — A case study from the Republic of Macedonia

This paper examines whether Macedonian SMEs plan for the implementation of ERP projects and studies the effect of project planning practices on project success. Four project planning measures were taken into consideration: business case development, scope planning, baseline plan development and risk planning along with three measures of project success; customer satisfaction, perceived quality of the project and success of the implementation process. The study was based on a survey that was conducted on 30 SMEs in the Republic of Macedonia. Data dimensionality was reduced through factor analysis and relationships between the two sets of variables were analyzed by correlation and regression analyses. The findings demonstrated that Macedonian SMEs implemented general project planning practices, even though they did not consider the planning process as a separate phase of the ERP implementation. However, they did not use any particular project planning tools, such as the Gantt chart or WBS. Of the project planning practices that were surveyed, the most practiced were the development of a business case, project scope and baseline plan. The least practiced were risk planning practices. Considering the success of the ERP implementations, this study demonstrated that most of the companies' representatives perceive this undertaking as successful in terms of client satisfaction and perceived quality measures. A higher percentage of respondents found their ERP implementations unsuccessful in terms of implementation process measures, when compared to the previous two success parameters

Process ManagementA Multi-disciplinary Guide to Theory, Modeling, and Methodology /

XVI, 213 p. 114 illus.online resource