Dissertation Topics

Measuring lean initiatives in health care services: issues and findings
Authors: Kollberg, Beata; Dahlgaard, Jens J.; Brehmer, Per-Olaf
Source: International Journal of Productivity and Performance Management, Volume

56, Number 1, 2007, pp. 7-24(18)
Publisher: Emerald Group Publishing Limited
Abstract:
Purpose - The purpose of this paper is to discuss how a performance

measurement system called "the flow model" is designed to measure changes towards
lean thinking in health care services. Design/methodology/approach - The paper
integrates literature from the health care sector and the lean production movement in
order to understand whether lean thinking is applicable in healthcare and thereby identify
key performance indicators that measure changes towards lean thinking in health care.
The flow model is discussed in relation to this measurement framework.
Findings - The paper finds that lean thinking is applicable in health care
settings, and that the flow model is a suitable tool for following up these initiatives.
However, it is argued that the flow model needs to be balanced with other measurements
in order to receive a complete picture of lean performance. Research
limitations/implications - The paper shows that the framework of measurements
may be used in empirical research of assessing changes towards lean thinking in health
care settings. Practical implications - The paper shows that health care
practitioners may use the findings to develop measurements of the outcome of lean
initiatives on existing care processes. Originality/value - The paper shows
analysis and discussion of the application of an industrial concept - Lean Production - in
health care services.
Keywords: Health services; Lean production; Sweden
Document Type: Research article
Title: Clinical governance and operations management

methodologies
Author(s): Carol Davies, Paul Walley
Journal: International Journal of Health Care Quality Assurance
ISSN: 0952-6862
Year: Feb 2000 Volume: 13 Issue: 1 Page: 21 - 26
DOI: 10.1108/09526860010311053
Publisher: MCB UP Ltd
Abstract: The clinical governance mechanism, introduced since 1998 in the UK National Health
Service (NHS), aims to deliver high quality care with efficient, effective and cost-effective patient
services. Scally and Donaldson recognised that new approaches are needed, and operations
management techniques comprise potentially powerful methodologies in understanding the
process of care, which can be applied both within and across professional boundaries. This paper
summarises four studies in hospital Trusts which took approaches to improving process that were
different from and less structured than business process re-engineering (BPR). The problems
were then amenable to change at a relatively low cost and short timescale, producing significant
improvement to patient care. This less structured approach to operations management avoided
incurring overhead costs of large scale and costly change such as new information technology
(IT) systems. The most successful changes were brought about by formal tools to control
quantity, content and timing of changes.
Keywords: Capacity, Demand, Governance, Operations management, Process management
Article Type: Case study
Title: Towards development of professional management in Indian

hospitals
Author(s): Syed Amin Tabish
Journal: Journal of Management in Medicine
ISSN: 0268-9235
Year: Apr 1998 Volume: 12 Issue: 2 Page: 109 - 119
DOI: 10.1108/02689239810227137
Abstract: Hospitals consume the largest share of government health resources, yet, until
recently, they have not been a focus of health policy and research in developing countries, where
the resources are in negative proportion to the demands placed on services of health care
institutions, and where the possibility of resources being increased in the short run is very remote,
the only hope for the increase in the effectiveness of the health care system being the effective
management of hospitals. A professional administrator with multidisciplinary training would
ensure the optimal use of resources. We live in the age of perfection at all levels. Hence,
professional training is the basic requirement for the personnel to function effectively in a hospital.
Professional training is required to be imparted by the institutions specialised in professional
training. Professional management has an immense scope and a bright future market on account
of the increasing demand for specialised and quality health care. Better management or lack of it
will determine the future of health service. This paper focuses on development of management
and the requirement for professional administrators in India.
Keywords: Health care, Hospitals, Leadership, Management, Professionalism, Training needs
Article Type: Research paper
Title: Integrated approach to healthcare quality management: a

case study
Author(s): Prasanta Kumar Dey, Seetharaman Hariharan
Journal: The TQM Magazine
ISSN: 0954-478X
Year: 2006 Volume: 18 Issue: 6 Page: 583 - 605
DOI: 10.1108/09544780610707093
Abstract: Purpose – The purpose of the paper is to develop an integrated quality management
model, which identifies problems, suggests solutions, develops a framework for implementation
and helps evaluate performance of health care services dynamically.
Design/methodology/approach – This paper uses logical framework analysis (LFA), a matrix
approach to project planning for managing quality. This has been applied to three acute
healthcare services (Operating room utilization, Accident and emergency, and Intensive care) in
order to demonstrate its effectiveness.
Findings – The paper finds that LFA is an effective method of quality management of hospital-
based healthcare services.
Research limitations/implications – This paper shows LFA application in three service
processes in one hospital. However, ideally this is required to be tested in several hospitals and
other services as well.
Practical implications – In the paper the proposed model can be practised in hospital-based
healthcare services for improving performance.
Originality/value – The paper shows that quality improvement in healthcare services is a
complex and multi-dimensional task. Although various quality management tools are routinely
deployed for identifying quality issues in health care delivery and corrective measures are taken
for superior performance, there is an absence of an integrated approach, which can identify and
analyze issues, provide solutions to resolve those issues, develop a project management
framework (planning, monitoring, and evaluating) to implement those solutions in order to
improve process performance. This study introduces an integrated and uniform quality
management tool. It integrates operations with organizational strategies.
Keywords: Health services, Quality management, Service operations
Title: Managerial perceptions on volume flexible strategies and

performance in health care services
Author(s): Eric P. Jack, Thomas L. Powers
Journal: Management Research News
ISSN: 0140-9174
DOI: 10.1108/01409170610674374
Publisher: Barmarick Publications
Abstract: Purpose – The purpose of this paper is to examine the impact of volume flexible
strategies on organizational performance in academic medical centers (AMCs). Volume flexible
strategies represent a variety of methods where organizations use their portfolio of resources and
capabilities to meet fluctuating customer demand while improving organizational performance.
Design/methodology/approach – A path model is developed and tested based on a survey of
AMCs in the USA as listed in the American hospital directory.
Findings – The results indicate that desired levels of volume flexibility have a positive impact on
organizational capabilities that in turn, positively influence how internal sources of volume
flexibility are leveraged. In addition, volume flexible capability and the use of internal strategies
were found to have a positive influence on customer-related performance that in turn, positively
impacts financial and market share performance.
Research limitations/implications – This research was exploratory in nature and limited to a
sample of AMCs. To improve the generalizability of these results, future studies should evaluate
these constructs using a larger sample of health care organizations.
Practical implications – The deployment and use of volume flexible strategies is germane to
any health care organization's strategy and performance. This study offers some guidance to
administrators who need both a clear understanding of the underlying tradeoffs involved in
deploying these strategies and a prescriptive model to help guide their use.
Originality/value – This work answers the recent calls for more empirical research in general,
and specifically, for more operations strategy research on flexibility in service industries. It should
assist future researchers who focus on flexibility in health care services and would also be of
interest to practitioners interested in keeping up with academic literature.
Keywords: Health services, Hospitals, Service levels, United States of America
Article Type: Conceptual Paper
Title: Managing FM (support services): business risks in the
healthcare sector
Author(s): M.I. Okoroh, P.P. Gombera, B.D. Ilozor
Journal: Facilities
ISSN: 0263-2772
Year: Jan 2002 Volume: 20 Issue: 1/2 Page: 41 - 51
DOI: 10.1108/02632770210414281
Abstract: This paper presents research findings of 365 NHS Trust executives in the UK and
builds on work carried out on risk perceptions and treatment in facilities management operations
and business support activities in the NHS Trusts. The research utilises a business approach of
viewing healthcare facilities not only as fixed “assets” occupying hospital sites and space, but it
also considers them as that “tangible” part of the service chain process underpinning the
provision of clinical services to both internal (departments or directorates) and external
customers. The research found that customer satisfaction, service delivery certainty, customer
involvement, service quality reliability, health and safety are highly rated by the NHS executives.
The paper classifies healthcare related risk constructs into seven elements namely: customer
care, corporate, legal, commercial finance and economics, business transfer, and facilities
transmitted.
Keywords: Facilities management, Health care, National Health Service, Risk management
Title: Value chains in health care

Author(s): Dennis A. Pitta, Michael V. Laric
Journal: Journal of Consumer Marketing
ISSN: 0736-3761
Year: Dec 2004 Volume: 21 Issue: 7 Page: 451 - 464
DOI: 10.1108/07363760410568671
Abstract: The supply chain concept aided marketing by highlighting relationships
that form a network of firms creating products for consumers. It helped change
the focus from individual transactions to a more comprehensive view of the entire
system. The value chain concept in marketing extends the supply chain view in
an important way: it explicates the value that is created at each stage of the
chain. For marketers, it is a vital tool in satisfying consumers – the final part of
the value chain. This value chain can be viewed as having two components: the
value delivery system and the consumer. This paper explores several
approaches to value that are important in the functioning of the value chain. It
then delineates three main elements of the value chain and traces them as they
apply to services. It then focuses on one of the more complex services, the
health care delivery system. It goes on to describe the health care value network
and examine the critical factors that affect the success of the health care
process. Finally, it delineates several important implications for health care
marketers.
Keywords: Health services, Value chain
Article Type: Conceptual Paper
Article URL: http://www.emeraldinsight.com/10.1108/07363760410568671
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Title: Assessing and managing the value chain

Author(s):
Journal: Strategic Direction
ISSN: 0258-0543
DOI:
Abstract: Ensuring customers are satisfed by delivering ‘value’ poses a number
of challenges dependent not only on the product or service offered but also the
type of customer served. Who are your customers and what are their
requirements? When and where should value be delivered? To what extent are
customer needs being met and how can service be continually improved? Having
studied all these questions, the crucial issue must be how do you manage a
value delivery ‘system’ capable of satisfying your customers?
Keywords: Health care, Hospitals, Service quality, Value chain
Article Type: Viewpoint
Article URL: http://www.emeraldinsight.com/
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Title: The general principles of value chain management

Author(s): Tom McGuffog, Nick Wadsley
Journal: Supply Chain Management: An International Journal
ISSN: 1359-8546
Year: Dec 1999 Volume: 4 Issue: 5 Page: 218 - 225
DOI: 10.1108/13598549910295000
Abstract: Explores the principles of value chain management, as they apply to
both public and private products, and explores the impact of e-commerce and
collaborative planning through the Internet on reducing costs and uncertainty in
supply chains. Drawing on experience from global initiatives with e-centreuk, and
recent applications within Nestlé UK, makes a plea for simplicity and
standardisation in electronic commerce, to support speedy and certain value
chain management across the globe.
Keywords: Electronic data interchange, Internet, Supply-chain management,
Value chain
Article Type: Case study
Article URL: http://www.emeraldinsight.com/10.1108/13598549910295000
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Facilities; Volume: 23 Issue: 13/14; 2005 Case study

185.
Workplace health concerns: a focus group study
Author(s):Annette M. Jinks, Ruth Daniels

186.
Procurement performance measurement system in the health care industry
Author(s):Arun Kumar, Linet Ozdamar, Chai Peng Ng

187.
Assuring Quality in Community Care
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188. The
Ten Commandments of Customer Service
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189.
Medical Audit in the Quality Process: A Practical Implementation
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190.
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191. Falls
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Health Education; Volume: 103 Issue: 5; 2003 Research paper

192.
Learning from death
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193.
Informed consent for orthopaedic surgery: a prospective audit
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194.
Measuring risk in a children’s unit: developing a local strategy for health, safety and
risk management at Queen’s Medical Centre, Nottingham
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195. How
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196.
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197.
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Leadership in Health Services; Volume: 17 Issue: 3; 2004 Conceptual Paper
198. The
effectiveness of orthopaedic triage by extended scope physiotherapists
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199.
Primary care information technology within the NHS: The concept of markets and
hierarchies on systems exploitation
Author(s):Ray Hackney, Gurpreet Dhillon, Neil McBride
International Journal of Public Sector Management; Volume: 10 Issue: 5; 1997 Case study

200. The Impact of a TQM Intervention on Workplace Attitudes in a Health-care
Organization
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Journal of Organizational Change Management; Volume: 7 Issue: 2; 1994 Research paper
201.
Developing quality health systems in Mongolia
Author(s):Michael O’Rourke, Jacques Jeugmans, S. Sonin, G. Dashzeveg, R. Batsuury

202. An
investigation of the suitability of the EFQM Excellence Model for a pharmacy department
within an NHS Trust
Author(s):Ann Stewart

203. False
positive serologic tests after administration of intravenous gamma globulin: case report
and institutional quality management resolution
Author(s):J.B. Stricker, B.A. Browne, W. Koss

204. NHS
pay determination and work re-organisation: Employment relations reform in NHS Trusts
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Employee Relations; Volume: 20 Issue: 6; 1998 Case study

205.
Improving the pharmaceutical supply chain: Assessing the reality of e-quality
through e-commerce application in hospital pharmacy
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206.
Managing FM (support services): business risks in the healthcare sector
Author(s):M.I. Okoroh, P.P. Gombera, B.D. Ilozor

207.
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British Journal of Clinical Governance; Volume: 5 Issue: 4; 2000 Viewpoint

208.
Clinical risk – minimising harm in practical procedures and use of equipment
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Clinical Performance and Quality Healthcare; Volume: 8 Issue: 4; 2000 Viewpoint

209.
Clashes between understanding and doing – leaders’ understanding of management
in intensive care during a period of reorganisation
Author(s):E. Lindberg, E. Henriksen, U. Rosenqvist

210.
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211.
Purchasing power and polarized professionalism in British medicine
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Accounting, Auditing & Accountability Journal; Volume: 10 Issue: 1; 1997 Research paper

212.
Seamless health care for chronic diseases in a dual health care system: managed
care and the role of family physicians
Author(s):Albert Lee

213.
Assessing the demand for building maintenance in a major hospital complex
Author(s):Hassan Al-Zubaidi
Property Management; Volume: 15 Issue: 3; 1997 Case study

214.
Integrated approach to healthcare quality management: a case study
Author(s):Prasanta Kumar Dey, Seetharaman Hariharan
The TQM Magazine; Volume: 18 Issue: 6; 2006 Research paper
215.
Outsourcing in the Australian health sector: The interplay of economics and politics
Author(s):Suzanne Young

216.
Performance appraisal and women’s “performance” in a Trust hospital
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217.
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218.
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International Journal of Service Industry Management; Volume: 7 Issue: 1; 1996 Research
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219.
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International Journal of Health Care Quality Assurance; Volume: 19 Issue: 4; 2006 General
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220.
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221.
Doctor-managers as decision makers in hospitals and health centres
Author(s):Viitanen Elina, Lehto Juhani, Tampsi-Jarvala Tiina, Mattila Kari, Virjo Irma, Isokoski
Mauri, Hyppölä Harri, Kumpusalo Esko, Halila Hannu, Kujala Santero, Vänskä Jukka

222.
Managing healthcare quality using logical framework analysis
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Managing Service Quality; Volume: 16 Issue: 2; 2006 Research paper

223. A
study of relationship between managers' leadership style and employees' job satisfaction
Author(s):Ali Mohammad Mosadegh Rad, Mohammad Hossein Yarmohammadian

Leadership in Health Services; Volume: 19 Issue: 2; 2006 Research paper
224. From
prescription to description: a critique and reorientation of service culture
Author(s):Per Skålén, Tore Strandvik

225. The
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226.
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227.
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228.
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229.
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230.
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231.
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Disaster Prevention and Management; Volume: 15 Issue: 5; 2006 Viewpoint
232.
Time-based analysis of total cost of patient episodes: A case study of hip
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233. The
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234. An
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235.
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236.
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237.
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238.
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239.
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240.
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241.
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Performance Measurement and Metrics; Volume: 7 Issue: 1; 2006 Conceptual paper

242.
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Health Education; Volume: 106 Issue: 1; 2006 Research paper

243.
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244.
Informed consent for radiological procedures: a Scottish survey
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245.
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Experience and opportunities
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246. You
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247. A
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248. Post-
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Employee Relations; Volume: 27 Issue: 5; 2005 Conceptual Paper

249.
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250. The impact of hospital discharge on inappropriate hospital stay
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252.
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253.
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International Journal of Sociology and Social Policy; Volume: 23 Issue: 8/9; 2003 Case study

254.
Hospital Out-patient Visits: The Patient's Experience
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255. A
new tool for measurement of process-based performance of multispecialty tertiary care
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256. A
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257.
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258.
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259.
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Measuring Business Excellence; Volume: 9 Issue: 4; 2005 Research paper

260.
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261.
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262.
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Author(s):Clara M. Escolano Hortelano, Félix Gutiérrez Rodero, Javier Ena Muñoz, Concepción
Benito Santaleocadia, Mar Masiá Canuto, Alberto Martín Hidalgo, Antonia Mora Rufete, Ildefonso
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263.
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264.
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265.
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266.
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267.
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268. The
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269.
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270. An
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271. The
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272. An
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273.
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274.
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275.
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276.
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277. A
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278.
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279.
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280.
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281. Non-
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282.
Student volunteers: why hospitals must invest in their futures
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283.
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284.
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Health Manpower Management; Volume: 21 Issue: 3; 1995 General review

285. Does
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286. The
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287.
Patient perceptions of service quality: combining the dimensions
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288. The
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Logistics Information Management; Volume: 12 Issue: 3; 1999 Case study

289.
Hospital service quality: a managerial challenge
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290. “No
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291.
Survival during and after hospitalization: a medical record linkage
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292.
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293.
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294.
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295.
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296.
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297.
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298.
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299.
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300. Managing for Excellence in Hospital Institutions
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301.
Developing Hospital Administrators with the Canadian Hospital Executive Simulation
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302. The
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303. The
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304.
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305. How
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306.
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307.
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308.
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309. Hip
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310.
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311. An
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312. Re-
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313.
General practitioners’ assessments of hospital quality and performance
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314. What
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315. The
nature and value of small and community hospital accreditation
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316. The
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317.
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318.
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320.
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321.
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322.
Physicians’ and nurses’ reactions to electronic medical records: Managerial and
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323.
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324.
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325.
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326. The
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327.
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Disaster Prevention and Management; Volume: 13 Issue: 2; 2004 Research paper

328.
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329.
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330.
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331.
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332.
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333.
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334.
Formal and Informal Authority of Hospital Directors
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335.
“Exposing the cracks”: Severe Acute Respiratory Syndrome and the Hong Kong
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336.
Hidden in plain view: the importance of professional nursing care
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337.
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338.
Analysis of a successful consultative effort from four psychoanalytic perspectives
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339.
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340.
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341.
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342.
Quality in practice - four more from Oklahoma
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343.
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344. HR’s
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345.
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346.
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347. A
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348.
Facility “wellness”: health facilities management
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349. A
Testing Time Ahead: Pathology Services in the NHS Hospital and Primary Care Sectors
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350. Service quality in hospital care: the development of an in-patient questionnaire

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351.
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352. Do
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353.
Identifying the management development needs of senior executives in Iran’s
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354. The
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355.
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356.
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357.
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Management Research News; Volume: 29 Issue: 12; 2006 Research paper
358. The
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359.
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Source: International Journal of Productivity and Performance Management, Volume

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