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Reengineering
Chapter 6: Quantitatve
Methods in Health Care
Management Yasar A. Ozcan 1
Outline
Reengineering vs. Other Methods
Work Design in Health Care Organizations
– Work Design
– Job Design
Work Measurement-Standard Times
– Stopwatch Time Studies
– Standard and Predetermined Times
Work Measurement Using Work Sampling
– Determination of Sample Size
– Development of Random Observations Schedule
– Training Observers
Work Simplification
– Flow Chart
– Work Distribution Chart
– Flow Process Chart
Worker Compensation
Chapter 6: Quantitatve
Methods in Health Care
Management Yasar A. Ozcan 2
Reengineering vs. Other Methods
Healthcare managers have often sought
organizational change, restructuring, and
downsizing. Although those methods may
improve the financial base of the organization or
productivity at least temporarily by “cutting the
fat,” namely by reducing the staff across the
board, yet they create other problems. In
particular, reducing staff can lead to major
problems in the quality of care.
Two other contemporary and popular methods that
aim to improve both performance and the quality
are total quality management (TQM) and
continuous quality improvement (CQI) which are
geared to make incremental changes over time.
Chapter 6: Quantitatve
Methods in Health Care
Management Yasar A. Ozcan 3
Reengineering vs. Other Methods
Reengineering is a methodology intended to
overcome the difficulty in realizing TQM/CQI
performance over a long duration, as well as
the myopic conduct of organizational change,
restructuring and downsizing.
To reengineer the system, healthcare managers
must be able to understand work-design, jobs,
job measurement, process activities, and
reward systems – all well known concepts of
industrial engineering. With that knowledge,
they can recognize the bottlenecks in the old
system, identify unnecessary and repetitive
tasks, and eliminate them in the reengineered
system of care.
Chapter 6: Quantitatve
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Management Yasar A. Ozcan 4
Importance and Purpose
Chapter 6: Quantitatve
Methods in Health Care
Management Yasar A. Ozcan 6
Job Design
Who does what, how, and where?
Chapter 6: Quantitatve
Methods in Health Care
Management Yasar A. Ozcan 9
Advantages and Disadvantages of Specialization
Management Employees
Chapter 6: Quantitatve
Methods in Health Care
Management Yasar A. Ozcan 10
Behavioral School
Satisfaction of Wants/Needs
Intrinsicand extrinsic motivators
Specialization leads to monotony and
worthlessness
Chapter 6: Quantitatve
Methods in Health Care
Management Yasar A. Ozcan 11
Socio-technical School Approach
Socio-technical School
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How can jobs be improved?
Job enlargement-- give workers a
larger portion of the total task
(horizontal loading-- additional work at
same level of skill and responsibility)
Job enrichment-- increasing
responsibility for planning and
coordinating tasks (vertical loading)
Job rotation-- workers periodically
exchange jobs
Chapter 6: Quantitatve
Methods in Health Care
Management Yasar A. Ozcan 16
Determining Sample Size
Accuracy desired may be explained by the percentage
of the mean of the observed time. For instance, the goal
may be to achieve an estimate within 10 percent of the
actual mean. The sample size is then determined by:
zs 2
( )
n= ax where:
Desired z = number of std. dev.
Confidence Z-value needed for desired
90 1.65 confidence
95 1.96 s = sample std. dev.
98 2.33 a = desired accuracy
99 2.58 x = sample mean
Chapter 6: Quantitatve
Methods in Health Care
Management Yasar A. Ozcan 17
An Alternative Formula
Desired accuracy may be expressed as an amount (e.g.,
within one minute of the true mean). The formula for
sample size becomes:
zs 2
n= ( )
e
where
e = Accuracy or
maximum error
acceptable
To make an initial estimate of sample size, you should
take a small number of observations and then compute
the mean and std. dev. to use in the formula for n.
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An Example
A time study analyst wishes to estimate the time required
to perform a certain job. A preliminary study yielded a
mean of 6.4 minutes and a standard deviation of 2.1 min.
The desired confidence level is 95 percent. How many
observations will be needed (including those already taken)
if the desired maximum error is:
a) +/- 10 percent?
b) one-half minute?
zs 2
a) n = ( ) ax b) n = e
zs 2
( )
1.96(2.1) 2 1.96(2.1) 2
= ( .10(6.4) ) = 41.36 n= ( )
0.5 = 67.77
Chapter 6: Quantitatve
Methods in Health Care
Management Yasar A. Ozcan 19
Determining the Standard Time
Chapter 6: Quantitatve
Methods in Health Care
Management Yasar A. Ozcan 23
An Example
The following observed times have been collected with a
performance rating of 1.10. Using an allowance factor
of 15% of job time, determine the appropriate standard
time.
Preliminary Calculations:
n=9
PR =1.10
A = 1.15
Obs Time (min) Obs Time
1 4.20 6 4.18
2 4.15 7 4.14
3 4.08 8 4.14
4 4.12 9 4.19
Chapter 6: Quantitatve
Methods in Health Care 5 4.15 37.35
Management Yasar A. Ozcan 24
The Solution
A. OT = 37.35/9 = 4.15 minutes
B. NT = OT x PR = 4.15 x 1.10 = 4.565 minutes
C. ST = NT x (1+A) = 4.565 x 1.15 = 5.25 minutes
Now, what do: OT, NT and ST represent?
Chapter 6: Quantitatve
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Management Yasar A. Ozcan 26
Other Methods
Historical/Standard Elemental Times
– Firms collect data on standard job elements
– Put these data together to determine job
times
– Less costly and disruptive
– Limited applications in healthcare
Predetermined Standards
– Obtained from trade publications
– Need no performance of allowance factor
– Operations are not interrupted
Chapter 6: Quantitatve
Methods in Health Care
Management Yasar A. Ozcan 27
Work Measurement Using Work
Sampling
Technique for estimating the proportion of
time that a worker or machine spends on
various activities
Observers make brief observations of a worker
or a machine at random intervals over a
period of time and simply note the nature of
the activity
Purpose:
– To estimate percentage of unproductive or
idle time for repetitive jobs
– To estimate the percentage of time spent on
various tasks for non-repetitive jobs
Chapter 6: Quantitatve
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Management Yasar A. Ozcan 28
Work Sampling Steps
1) Determine the sample size
2) Train the observers,
3) Develop random sample schedule
4) Take observations, and re-compute the
desired sample size several times if initial
estimates are not reliable
5) Determine the estimated proportion of time
spent on specified activity
Chapter 6: Quantitatve
Methods in Health Care
Management Yasar A. Ozcan 29
Step 1: Sample Size
The goal of work sampling is to obtain an estimate that provides
a specified confidence not differing from the true value by more
than a specified error
CI pˆ e
e z ( pˆ * (1 pˆ )) / n
n ( z / e) pˆ (1 pˆ )
2
CI = confidence interval,
e = error,
z = number of standard deviations needed to achieve desired
confidence,
p̂ sample proportion (number of occurrences divided by sample size),
n = sample size.
Chapter 6: Quantitatve
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Management Yasar A. Ozcan 30
Sample Size, cont.
Example 6.1: A hospital administrator wants an
estimate of X-ray idle time that has a 95.5
percent confidence of being within 4 percent
of the actual percentage. What sample size
should be used?
e = 0.04 z = 2.00 n = (z/e)2p(1-p)
Desired When p is unknown, a
Confidence Z-value preliminary estimate of
90 1.65 sample size can be obtained
95 1.96 using p = 0.5. Then after 20
95.5 2.00 observations, a new estimate
98 2.33 can be obtained.
99 2.58
Chapter 6: Quantitatve
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Management Yasar A. Ozcan 31
Solution:
Given: e = 0.04; z = 2.00 (see Appendix A);
p̂ = 0.5 (preliminary).
p̂ = 1/20 = 0.05.
The revised estimate of sample size is:
p̂ = 0.05, n = (2.00/0.04)2 x .05 x (1-..05) = 118.75 or 119 observations.
Chapter 6: Quantitatve
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Management Yasar A. Ozcan 32
Step 2: Train Observers
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Management Yasar A. Ozcan 33
Step 3: Random Observation Schedule
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Table 6.6 Random Numbers
1 2 3 4 5 6 7 8
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Example 6.3: A nursing manager wants to observe the time a
nurse spends in direct and in indirect care over a 5-day
period, on a unit where the shift is 8 hours.
Solution:
A one digit number will be needed for the day, one digit for the
hour, and two digits for the minute.
Using Table 6.4, starting from row 4, column 3, we obtain the
random number 59830829.
The first number is 5. Thus, we determine the day (in this
case, the fifth day of the week, Friday).
We move to the next number, 9, for the hour; but since activity
is performed 8 hours daily, we discard that number, and move
to the next one, 8. If we assume that the shift starts at 7:00
AM, the number 8 represents 2:00 PM.
The minutes are derived from the next two digits, 30. Put
together, the first observation is made on the fifth day, 30
minutes into the 8th hour of work, or at 2:30 PM.
This procedure is repeated for each observation to be taken.
Then the observations should be sorted chronologically by day,
hour and minute.
Chapter 6: Quantitatve
Methods in Health Care
Management Yasar A. Ozcan 36
Example 6.4: The chief of the hospital maintenance technicians wants to
estimate the proportion of time that technicians spend in a part of the
maintenance process. The maintenance office is open 9 hours, starting at
8:00 AM, every day of the week. 20 observations will be taken during a
month-long investigation. Determine the random observation times and
develop an observation schedule, assuming that the serial number of a dollar
bill starts with 25.
Solution:
Since we know the starting point in Table 6.4 is the 2nd row and 5th column,
the random number is 53664329.
Next we need to choose the reading direction of the succeeding random
numbers: either by moving to the right on the same row, and when the row
is finished, going down one row and moving from left to right; or by going
down on the same column, and when the column is finished moving to the
next column right and reading from bottom to top.
For this case, we choose to read in the same column, going down. For days,
read two digits from left to right – select two-digit number, if higher than 31,
then move to the next digit to make a two-digit day observation, and so on.
Within eight digit numbers, if there are not enough digits to identify day,
hour and minutes for the observation, discard that random number and
select the next one.
For hours, read single digit numbers from left to right, discard 0 and assign
1=8:00 A.M., 2=9:00 A.M., and so on.
For minutes, read two digit numbers and discard numbers 60 or over.
Prepare a chronological list of the observation time results by day, hour and
minute, to be given to the data collection team.
Chapter 6: Quantitatve
Methods in Health Care
Management Yasar A. Ozcan 37
Table 6.7 Development of the Schedule for a Work Sampling Study
Observation Random Number Day Hour Minute Notes
53664329 discarded
1 99227273 22 7=2 PM 27
2 34330400 30 4=11 AM 00
3 25601053 25 6=1 PM 01
4 36293078 29 3=10 AM 07
5 61529058 15 2=9 AM 05
6 56072460 07 2=9 AM 46
77658452 discarded
83397806 discarded
7 41697527 16 9=4 PM 52
8 97271339 27 1=8 AM 33
39337813 discarded
75852472 discarded
9 35183489 18 3=10 AM 48
10 08589156 08 5=12 PM 15
Chapter 6: Quantitatve
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Management Yasar A. Ozcan 38
Table 6.8 Final Work Sampling Schedule
Observation Day Time
18 04 8:28 AM
17 04 9:21 AM
13 07 8:04 AM
6 07 9:46 AM
10 08 12:15 PM
14 10 2:36 PM
15 11 10:13 AM
12 11 4:08 PM
16 12 11:42 AM
5 15 9:05 AM
7 16 4:52 PM
9 18 10:48 AM
11 19 12:08 PM
1 22 2:27 PM
3 25 1:01 PM
20 26 2:14 PM
8 27 8:33 AM
19 27 1:59 PM
4 29 10:07 AM
Chapter 6: Quantitatve
Methods in Health Care
Management Yasar A. Ozcan 39
Table 6.4 Abridged Patient Care Tasks in a Nursing Unit
Professional Non- Direct Indirect
Patient Care Tasks Professional
1. Ace bandage application * *
4. Bed bath *
7. Bed pan * *
8. Blood pressure * *
9. Catheterization of bladder * *
Chapter 6: Quantitatve
Methods in Health Care
Management Yasar A. Ozcan 40
Table 6.5 Work Sampling Data Collection Form for Nursing Unit
G. Smith, RN √ √
V. Black, RN √ √
E. Mason, RN √
Z. Sander, RN √
P. Bills, RN √ √
Chapter 6: Quantitatve
Methods in Health Care
Management Yasar A. Ozcan 41
Work Sampling Steps
4) Take observations, and re-compute the
desired sample size several times if initial
estimates are not reliable
5) Determine the estimated proportion of time
spent on specified activity
Chapter 6: Quantitatve
Methods in Health Care
Management Yasar A. Ozcan 42
Advantages of Work Sampling
Chapter 6: Quantitatve
Methods in Health Care
Management Yasar A. Ozcan 43
Disadvantages of Work Sampling
Chapter 6: Quantitatve
Methods in Health Care
Management Yasar A. Ozcan 45
Figure 6.4 Commonly Used Flow Chart Symbols
Start/Terminate
On page connector
Document
Decision
Preparation Manual
Operation
Chapter 6: Quantitatve
Methods in Health Care
Management Yasar A. Ozcan 46
Figure 6.5 Flow Chart for Emergency Room Specimen Processing
Initial Process After Improvement
Patient Patient
Entry Entry
Triage: No Triage:
end No end
need blood? need blood?
Yes
Nurse draws Nurse draws
blood blood
MD orders MD orders
lab lab
IS order IS entry
entry label & package Lab
IS double
entry
MD
Chapter 6: Quantitatve
terminates
Methods in Health Care
lab order
Management Yasar A. Ozcan 47
(end)
The Work Distribution Chart
Shows what a department does to identify
each of its major activities and to pinpoint the
contribution of each employee to those
activities
Must be specific!
Spotting Trouble
– Which activities consume the most time?
– Are tasks evenly distributed?
– Is there under-specialization?
– Are employees assigned too many unrelated
tasks?
– Are talents utilized efficiently?
Chapter 6: Quantitatve
Methods in Health Care
Management Yasar A. Ozcan 48
Table 6.9 Partial Work Distribution Chart for Nursing Unit
Chapter 6: Quantitatve
Methods in Health Care
Management Yasar A. Ozcan 49
Flow Process Chart
Records a procedure in a graphic form, using a
sort of shorthand to simplify and unify the
record
– Ensures every significant detail of the work
process in its proper sequence is recorded
– Highlights inconsistencies and redundancies
Can eliminate, combine, change (sequence,
place, person), or improve activities
Operation Inspect
Store
Move Delay
Chapter 6: Quantitatve
Methods in Health Care
Management Yasar A. Ozcan 50
Figure 6.3 Flow Process Chart for Emergency Room Specimen Processing
Triage
RN draws blood
Order entry
Sent to lab
Accessioning process
Lab analysis
S e n t to E R
Chapter 6: Quantitatve
Methods in Health Care
Management Yasar A. Ozcan 51
Now the important part!
Worker Compensation
Compensation schemes:
– Time based-- most common in healthcare
– Output based-- more difficult to
operationalize, yet pay is related to efforts
Incentive Systems
– Profit sharing plans-- receive % of profits
– Gain sharing plans-- receive a % of the
value (i.e., cost savings) realized through
increases in productivity
Chapter 6: Quantitatve
Methods in Health Care
Management Yasar A. Ozcan 52
The End
Chapter 6: Quantitatve
Methods in Health Care
Management Yasar A. Ozcan 53