Main Creative & Practical Theory in Managementphad.ph.mahidol.ac.th/km/knowledge/Main CreativeTheory.pdf · principle of problem analysis 3. ... 5ws, 1h) - customers - providers -

Main Creative Principles in Management

Faculty of Public Health, Mahidol University, Thailand

Dr Somchart Torugsa. MD.,MPH. 1

Main Creative & Practical Theoryin Management

Main Creative & Practical Theoryin Management

BY

Assoc. Prof. Dr. Somchart TorugsaM.D., M.P.H. (Hospital Adm.), Thai Board of Prev.Med. (Community Mental Health)

BY

Assoc. Prof. Dr. Somchart TorugsaM.D., M.P.H. (Hospital Adm.), Thai Board of Prev.Med. (Community Mental Health)

Head, Department of Public Health Administration, Faculty of Public Health, Mahidol University, Thailand

Head, Department of Public Health Administration, Faculty of Public Health, Mahidol University, Thailand

20082008

We’d like all of youto be

The Excellence Manager

We’d like all of youto be

The Excellence Manager

• Manage• Develop & Improve• Solve the Problems

• Manage• Develop & Improve• Solve the Problems

Who can

For The Best & The Better ForeverFor The Best & The Better Forever

ofYour Works & Your Organization

ofYour Works & Your Organization

Slide 2




isisOur Ultimate GoalOur Ultimate Goal

Quality of life for allQuality of life for all

HOMES.FAHOMES.FA

of Our Peopleof Our PeopleSlide 3

HOMES.FAH = HealthO = OccupationM = MoralE = EducationS. = SafetyFA = For All

H = HealthO = OccupationM = MoralE = EducationS. = SafetyFA = For All

Every people in our country are in good status & high quality of life.

Every people in our country are in good status & high quality of life.

Slide 4




9 Main Creative & Practical Theoriesin Management

1. Principle of Management2. Principle of Problem Analysis3. Principle of Working System

4. Standard Working Service System5. Principle of Working Indicators

6. Principle of Working Model7. Principle of Utilizing

8. R&D for CSWI & R2R9. Health Marketing

1. Principle of Management2. Principle of Problem Analysis3. Principle of Working System

4. Standard Working Service System5. Principle of Working Indicators

6. Principle of Working Model7. Principle of Utilizing

8. R&D for CSWI & R2R9. Health Marketing

Slide 5

10 Key Conceptsof

PUBLIC HEALTH & HOSPITAL MANAGEMENT

10 Key Conceptsof

PUBLIC HEALTH & HOSPITAL MANAGEMENT

1. Focus on “WORKING”2. Use “Principles of Management”3. Creative Approach on “Problem of Working”4. Leadership Development “Everyone in Organization”5. Quality Every time6. Continuous Quality Improvement : CQI.7. High Quality At Low Cost and Highest Outcomes8. Highest Resources Utilization9. Sustainable10. Self Assessment and Self Improvement Forever

1. Focus on “WORKING”2. Use “Principles of Management”3. Creative Approach on “Problem of Working”4. Leadership Development “Everyone in Organization”5. Quality Every time6. Continuous Quality Improvement : CQI.7. High Quality At Low Cost and Highest Outcomes8. Highest Resources Utilization9. Sustainable10. Self Assessment and Self Improvement Forever

Slide 6




WORKINGWORKING

Leadership Development“EVERYONE”

Leadership Development“EVERYONE”

Problemof Working

Problemof Working Highest OutcomesHighest Outcomes

1. Quality.2. Principles of Management.

3. CQI.4. Self Assessment & Self Improvement.

Qualityis

Doing the Right Thing, Doing it Well, and Satisfying the Customer.

1. Quality.2. Principles of Management.

3. CQI.4. Self Assessment & Self Improvement.

Qualityis

Doing the Right Thing, Doing it Well, and Satisfying the Customer.

Do the Best and Better at Our work Now! and Forever.

Do the Best and Better at Our work Now! and Forever.

High Quantity.High Quality.Low Cost.High Efficiency.High Profit.High Resources

Utilization.Sustainable.

High Quantity.High Quality.Low Cost.High Efficiency.High Profit.High Resources

Utilization.Sustainable.

Slide 7




1. Principleof

Management

1. Principleof

ManagementSlide 8

Principle of ManagementPrinciple of Management

SituationAnalysis

SituationAnalysis

MonitoringControlling

Coordinating

UtilizingUtilizing

ImplementingImplementing

InsideInsideOutsideOutside

Information System & Communication SystemInformation System & Communication System

**

Managementis

The working process to achieve the most efficiency outcomes and the better.

It composes of 8 main activities.

Managementis

The working process to achieve the most efficiency outcomes and the better.

It composes of 8 main activities.

EvaluatingEvaluating

PlanningPlanning

ContinuingContinuing

Slide 9




Principle of ManagementPrinciple of ManagementCompose of 8 Elements

Systematically1. Situation Analysis

2. Planning3. Implementing

4. Evaluating5. Utilizing

6. Monitoring, Controlling, Coordinating7. Information System & Communication

System8. Continuing

Compose of 8 Elements Systematically

1. Situation Analysis2. Planning

3. Implementing4. Evaluating

5. Utilizing6. Monitoring, Controlling, Coordinating7. Information System & Communication

System8. Continuing

Slide 10




2. Principleof

Problem Analysis

2. Principleof

Problem Analysis

Slide 11

P = ( E - A ) x CP = ( E - A ) x CP = ProblemE = ExpectedA = ActualC = Concern(Size of Demand to get E)

P = ProblemE = ExpectedA = ActualC = Concern(Size of Demand to get E)

Slide 12




Problems of Our Public Healthare

The results of public health works in our responsible area were not completely perfect,

comparing to the expectations of concerning persons.We describe by 5Ws in these aspects :-

1. Low Performances1.1 Low Quantity1.2 Low Quality

False Rate, Complication Rate (Preventable)2. Long time & So much work-force consumed

3. Dissatisfaction of Concerning persons3.1 Customers Dissatisfaction3.2 Providers Dissatisfaction

3.3 Administrator Dissatisfaction3.4 Social Dissatisfaction

4. Non-Economize. (Capacity/Potential)4.1 High cost, High Unit cost.

4.2 Low Profit.4.3 Low Efficiency.

4.4 Under Utilization of Resources.

Problems of Our Public Healthare

The results of public health works in our responsible area were not completely perfect,

comparing to the expectations of concerning persons.We describe by 5Ws in these aspects :-

1. Low Performances1.1 Low Quantity1.2 Low Quality

False Rate, Complication Rate (Preventable)2. Long time & So much work-force consumed

3. Dissatisfaction of Concerning persons3.1 Customers Dissatisfaction3.2 Providers Dissatisfaction

3.3 Administrator Dissatisfaction3.4 Social Dissatisfaction

4. Non-Economize. (Capacity/Potential)4.1 High cost, High Unit cost.

4.2 Low Profit.4.3 Low Efficiency.

4.4 Under Utilization of Resources. Slide 13

PRINCIPLE OF PROBLEM ANALYSIS

INFORMATION SYSTEM & COMMUNICATION SYSTEM

NATUREOF WORK

ENVIRON-MENT

CAUSESOF

PROBLEM

CAUSESOF

PROBLEM

ADMINISTRATORADMINISTRATORPROVIDERPROVIDER

COSTOMERCOSTOMER

MONEY

MATERIAL

SYSTEMOF

WORKMINUTE S.E.C.S.E.C.

THEPROBLEM

RESULTsOF

PROBLEM

RESULTsOF

PROBLEM

OUTSIDEOUTSIDE

INSIDEINSIDE

- LOW PERFORMANCE* QUANTITY* QUALITY

- LONG TIME- UNSATISFY- NOT ECONOMIZE

* MAN, MATERIAL* MONEY, TECNOLOGY

(5Ds, 5Ws, 1H)

- CUSTOMERS- PROVIDERS- ORGANIZATION- COMMUNITY- NATION

S.E.C. = Socio-Economic-CulturalS.E.C. = Socio-Economic-Cultural

THERE ARE MULTIPLE CAUSES IN ONE PROBLEM. EVERY PROBLEM CAN BE SOLVED. WE ATTACK ON CAUSES AND MEASURE AT THE PROBLEM.

Slide14




How to solve the problems?How to solve the problems?

UsePrinciple of Problem Analysis,

andPrinciple of Management

All the time

UsePrinciple of Problem Analysis,

andPrinciple of Management

All the timein

Every Work & Every Personby Complete Cycle

inEvery Work & Every Person

by Complete Cycle Slide 15

ROBLEMPAOW TO SOLVE HWE ATTACK ON CAUSES

AND MEASURE AT THE PROBLEM.

ROBLEMPAOW TO SOLVE HWE ATTACK ON CAUSES

AND MEASURE AT THE PROBLEM.

The 2 Main Pointsof Solving a Problem

AreMAN and SYSTEMS.

The 2 Main Pointsof Solving a Problem

AreMAN and SYSTEMS.

Slide 16




3. Principleof

Working System

3. Principleof

Working SystemSlide 17

WORKING SYSTEMWORKING SYSTEM

MANAGEMENT SYSTEMMANAGEMENT SYSTEM

SSERVICE ERVICE SYSTEMSYSTEM

IIMPROVING MPROVING SERVICE SYSTEMSERVICE SYSTEM

1. Service System2. Supporting Service System3. Improving Service System

4. Management System

1. Service System2. Supporting Service System3. Improving Service System

4. Management System

Every Organization / Work / Jobcomposes of 4 Systems :-

Every Organization / Work / Jobcomposes of 4 Systems :-

SSUPPORTINGUPPORTINGSERVICE SYSTEMSERVICE SYSTEM

THEY ARE LOCATED AT THE SAME PLACE OF OUR ORGANIZATIONTHEY ARE LOCATED AT THE SAME PLACE OF OUR ORGANIZATION

Slide 18




Key WordsStarting Point, Activities, Sequence and Ending Point.

Key WordsStarting Point, Activities, Sequence and Ending Point.

(System)

StartingPoint(1.)

MonitorCoordinate

Control

InsideOutside

*

ActivityNo. ...

ActivityNo.2

ActivityNo.3

EndingPoint(n)

ActivityNo.n - 1.

End ofWorking

isA Set of Things so related as to form A Unity


Slide 19

SERVICE SYSTEMSERVICE SYSTEMProvide High Quality Services to CustomerProvide High Quality Services to Customer

CUSTOMER COME INCUSTOMER COME IN

PREPARENESSPREPARENESS

EMERGENCY SERVICEEMERGENCY SERVICE

ROUTINE SERVICEROUTINE SERVICE

GOODBYE SERVICEGOODBYE SERVICECUSTOMER COME OUTCUSTOMER COME OUT

RECEPTION SERVICERECEPTION SERVICE

AFTER SERVICEAFTER SERVICE

Slide 20




Support Man Money Material Method:-Relevance, Adequate, On-time, Right place and Satisfaction.

Support Man Money Material Method:-Relevance, Adequate, On-time, Right place and Satisfaction.

Supporting Service SystemSupporting Service System

Resources Planning

Resources Planning

MonitoringControlling

CoordinatingMonitoringControlling

Coordinating

UtilizingUtilizing

Storing &PreparingStoring &PreparingMaintainingMaintaining

DevelopingDeveloping DistributingDistributing

RecruitingRecruitingDischargingDischarging

OUTSIDEOUTSIDE

INSIDEINSIDE

**


Slide 21

Improving Service SystemImproving Service SystemTo be Sustainable and

Continuous Quality Improvement of ServicesTo be Sustainable and

Continuous Quality Improvement of Services

**SituationAnalysis

SituationAnalysis

PlanningPlanning

MonitoringControllingCoordinating

MonitoringControllingCoordinating

UtilizingUtilizing

EvaluatingEvaluating ImplementingImplementing

InsideInsideOutsideOutside

Information System & Communication SystemInformation System & Communication SystemIt’s The Principle of ManagementIt’s The Principle of Management Slide 22




RevisingThe Systems

RevisingThe Systems

Management SystemManagement System

It composes of 7 main activities by POSDCoRB ModelIt composes of 7 main activities by POSDCoRB Model

SettingThe Systems

SettingThe Systems

DirectingThe Systems

DirectingThe Systems

ReviewingThe SystemsReviewing

The Systems

TerminationTermination

MonitoringCoordinating

Control

MonitoringCoordinating

ControlOngoing Systems

ImprovingOngoing Systems

Improving

InsideInside

OutsideOutside

Integrate & Linkage Every Resources and Every Activities in Organizationto Gain the Utmost Results (to be Harmony, Sustainable, Efficiency and Economize).

Integrate & Linkage Every Resources and Every Activities in Organizationto Gain the Utmost Results (to be Harmony, Sustainable, Efficiency and Economize).

Information System & Communication SystemInformation System & Communication SystemSlide 23

POSDCoRBPLANNING

(Operating Plan)

ORGANIZING(Organization Chart : Unit & Position)

STAFFING- Put the right man to the right job

- Staff development- Maintenance -----> Leaving

DIRECTING(Leading, Monitoring & Controlling by

Participative management, Contingency management& Maximizing resources utilization)

COORDINATING(Intra & Inter-department, Official & Non official, Suitable,

On time & Continuous)

REPORTING(Issue, Form, Timing, Person & Regular / Special event)

BUDGETING(Sources, Time & Regulation)

PLANNING(Operating Plan)

ORGANIZING(Organization Chart : Unit & Position)

STAFFING- Put the right man to the right job

- Staff development- Maintenance -----> Leaving

DIRECTING(Leading, Monitoring & Controlling by

Participative management, Contingency management& Maximizing resources utilization)

COORDINATING(Intra & Inter-department, Official & Non official, Suitable,

On time & Continuous)

REPORTING(Issue, Form, Timing, Person & Regular / Special event)

BUDGETING(Sources, Time & Regulation) Slide 24




MAIN ACTIVITIESof

Management SystemMAIN ACTIVITIES

ofManagement System

1. Setting the system at the beginning.

2. Control the activities of the system.

3. Improving the system continuously.

1. Setting the system at the beginning.

2. Control the activities of the system.

3. Improving the system continuously.

Slide 25




4. Standard Working Service

System

4. Standard Working Service

System

Slide 26

Standard of Working Service System

Compose of:-1. General Standard2. Specific Standard

Standard of Working Service System

Compose of:-1. General Standard2. Specific Standard

Slide 27




1. General Standardof Working Service System

1. General Standardof Working Service System

Compose of9 Main Activities

Compose of9 Main Activities

Slide 28

1.Preparing at the Beginning

2.Preparing of Pre-service

3.First Impressing

4.Urgent Servicing (Emotion & Feeling)

5.Step-by-step of Servicing

6.Before Delivery of The Service

7.Completing of This Service

8.After Servicing

9.Completing Before Ending

1.Preparing at the Beginning

2.Preparing of Pre-service

3.First Impressing

4.Urgent Servicing (Emotion & Feeling)

5.Step-by-step of Servicing

6.Before Delivery of The Service

7.Completing of This Service

8.After Servicing

9.Completing Before Ending

Customergo out

Customergo out

Customercome in

Customercome in

- general- urgent- special




Slide 29




2. Specific Standard of Working Service System2. Specific Standard of

Working Service System

It is The Detail ofThe 5th Main Activities

of the General Standard:The 5.Step-by-step of Servicing.

It is The Detail ofThe 5th Main Activities

of the General Standard:The 5.Step-by-step of Servicing.

Slide 30

Specific Standard of OPDSpecific Standard of OPD

5.1 Registration Service

5.2 Service during the Waiting for Doctor

5.3 History Taking Service

5.4 Physical Examination Service

5.5 Investigation Service (Lab, X-ray, etc)

5.6 Final Diagnosis Service

5.7 Treatment Service

5.8 Charging Service

5.9 Pharmaceutical Service

5.10 Appointment Service

5.1 Registration Service

5.2 Service during the Waiting for Doctor

5.3 History Taking Service

5.4 Physical Examination Service

5.5 Investigation Service (Lab, X-ray, etc)

5.6 Final Diagnosis Service

5.7 Treatment Service

5.8 Charging Service

5.9 Pharmaceutical Service

5.10 Appointment Service

4.Urgent Servicing (Emotion & Feeling)4.Urgent Servicing (Emotion & Feeling)

6.Before Delivery of The Service6.Before Delivery of The ServiceSlide 31




5. Principleof

Working Indicators

5. Principleof

Working Indicators

Slide 32

1. Performance Indicators in Quantity.1.1 By Time.1.2 By Labor forces.1.3 By Cost.1.4 By Capacities.1.5 By Targets or Objective or Goal.

2. Performance Indicators in Quality.2.1 Accuracy rate at the beginning.2.2 Accuracy rate by standard WI.2.3 Accuracy rate before Delivery .2.4 Accuracy rate after Delivery .2.5 Accuracy rate at the check point.

3. Time & Labor-forces Indicators.3.1 Time consume or spent.3.2 Labor-forces consume or spent.3.3 Timeliness.3.4 Rapidness.

4. Satisfaction Indicators.4.1 Customers Satisfaction.4.2 Providers Satisfaction.4.3 Managers or Owners Satisfaction.4.4 Community or Social Satisfaction.

1. Performance Indicators in Quantity.1.1 By Time.1.2 By Labor forces.1.3 By Cost.1.4 By Capacities.1.5 By Targets or Objective or Goal.

2. Performance Indicators in Quality.2.1 Accuracy rate at the beginning.2.2 Accuracy rate by standard WI.2.3 Accuracy rate before Delivery .2.4 Accuracy rate after Delivery .2.5 Accuracy rate at the check point.

3. Time & Labor-forces Indicators.3.1 Time consume or spent.3.2 Labor-forces consume or spent.3.3 Timeliness.3.4 Rapidness.

4. Satisfaction Indicators.4.1 Customers Satisfaction.4.2 Providers Satisfaction.4.3 Managers or Owners Satisfaction.4.4 Community or Social Satisfaction.

Working Indicatorsof

Activities / Works / Organizations

Working Indicatorsof

Activities / Works / Organizations

5. Economic Indicators.5.1 Cost.5.2 Unit Cost.5.3 Benefit.5.4 Profit.5.5 Resources Utilization.

5.5.1 Man.5.5.2 Money.5.5.3 Material:- Land, Building,

Equipment,Paper, Drugs etc.

5.5.4 Method &Technology.5.6 Usefulness/ Worth of Working.

5.6.1 Efficiency.5.6.2 Effectiveness.

5. Economic Indicators.5.1 Cost.5.2 Unit Cost.5.3 Benefit.5.4 Profit.5.5 Resources Utilization.

5.5.1 Man.5.5.2 Money.5.5.3 Material:- Land, Building,

Equipment,Paper, Drugs etc.

5.5.4 Method &Technology.5.6 Usefulness/ Worth of Working.

5.6.1 Efficiency.5.6.2 Effectiveness.

Compose of 5 aspects and 24 categories of indicators.Compose of 5 aspects and 24 categories of indicators.

Slide 33




Suggested Working Indicators of Work/Org. in a DurationSuggested Working Indicators of Work/Org. in a Duration

There are at least 17 indicatorsThere are at least 17 indicators1. Average Ratio of Customers / Cost (number / 10,000 dong).2. Average Ratio of Customers / Labor-force (number / 10,000 Man-second).3. Accuracy Rate of Preparedness at the Beginning (%).4. Accuracy Rate of Standard Working Step (%).5. Accuracy Rate before Delivery to Customers (%).6. Accuracy Rate after Delivery to Customers (Complication Rate) (%).7. Average Time Consumed (second).8. Average Labor-force Consumed (man-second / service).9. On-Time Rate (%). 10. Customers Satisfaction Rate (%).11. Providers Satisfaction Rate (%).12. Administrators /Owners Satisfaction Rate (%).13. Social Satisfaction Rate (%).14. Cost & Unit Cost (dong & dong / time. The time such as: day, year etc).15. Benefit Rate (%).16. Resources Utilization Rate (%).

16.1 Man 16.2 Money16.3 Material: Lands, Building Areas, Equipments, Utilities

17. Profit Rate (%).

1. Average Ratio of Customers / Cost (number / 10,000 dong).2. Average Ratio of Customers / Labor-force (number / 10,000 Man-second).3. Accuracy Rate of Preparedness at the Beginning (%).4. Accuracy Rate of Standard Working Step (%).5. Accuracy Rate before Delivery to Customers (%).6. Accuracy Rate after Delivery to Customers (Complication Rate) (%).7. Average Time Consumed (second).8. Average Labor-force Consumed (man-second / service).9. On-Time Rate (%). 10. Customers Satisfaction Rate (%).11. Providers Satisfaction Rate (%).12. Administrators /Owners Satisfaction Rate (%).13. Social Satisfaction Rate (%).14. Cost & Unit Cost (dong & dong / time. The time such as: day, year etc).15. Benefit Rate (%).16. Resources Utilization Rate (%).

16.1 Man 16.2 Money16.3 Material: Lands, Building Areas, Equipments, Utilities

17. Profit Rate (%). Slide 34

Working Indicators for the Improvementof

OrganizationWorking Indicators for the Improvement

ofOrganization

forOne Activity

at One time (Beginning to Ending)are at lease 8 indicators

forOne Activity

at One time (Beginning to Ending)are at lease 8 indicators

1. Accuracy Rate of Preparedness at the Beginning 2. Accuracy Rate by Working Standard.

3. Accuracy Rate before Delivery to Customers.4. Time & Labor Force Consume.5. Customers Satisfaction Rate .

6. Cost.7. Benefit .8. Profit.

1. Accuracy Rate of Preparedness at the Beginning 2. Accuracy Rate by Working Standard.

3. Accuracy Rate before Delivery to Customers.4. Time & Labor Force Consume.5. Customers Satisfaction Rate .

6. Cost.7. Benefit .8. Profit. Slide 35




6. Principleof

Working Model

6. Principleof

Working Model

Slide 36

Working ModelCompose of:-

1. Principles of Model2. Structures of Model

2.1 Material2.2 Man

2.3 Money2.4 Systems

3. Implementation of Modelfor Continuous Improvement

Working ModelCompose of:-

1. Principles of Model2. Structures of Model

2.1 Material2.2 Man

2.3 Money2.4 Systems

3. Implementation of Modelfor Continuous Improvement

Slide 37




1. Principles of Model1.1 Management Principles.1.2 Content/Academic area

Principles.1.3 Related Academic Principles.

1.4 Laws, Rules, Regulations.1.5 Cultures, Believes, Social.1.6 Other Related Principles.

1. Principles of Model1.1 Management Principles.1.2 Content/Academic area

Principles.1.3 Related Academic Principles.

1.4 Laws, Rules, Regulations.1.5 Cultures, Believes, Social.1.6 Other Related Principles.

Slide 38




7. Principleof

Utilizing

7. Principleof

UtilizingSlide 39

We DoHard Works

But Gain Very Few Benefits

We DoHard Works

But Gain Very Few Benefits

UtilizingUtilizing

We have toWe have to

Slide 40




Utilizingis

Utilizingis

A WORKING PROCESSTO GAIN THE UTMOSTUSEFULNESS / BENEFIT

FROM WORKING

A WORKING PROCESSTO GAIN THE UTMOSTUSEFULNESS / BENEFIT

FROM WORKINGSlide 41

Working Standard

OutsideInside

Training

Analysis & Synthesis

Working Model DevelopmentReference Data

Research and Development( R&D)

Training Institute Study Model

Personnel Improvement Work Improvement Self Improvement Others Improvement Organization Improvement

Present & Publish

UtilizingUtilizing

Every Month Every Day Every Time Every Week Every Year

Outcomes of Working

DataObjects

Experiences Knowledge

Idea

Working

Inputs Processes Outputs

Feedback

Slide 42




8. R&D for CSWI&

R2R

8. R&D for CSWI&

R2R

Slide 43

How to Improve Our Work/Organization?

How to Improve Our Work/Organization?

UseR&D for CSWI

UseR&D for CSWI



Slide 44




We’d likeEvery Staff

in Our Organizationto Produce & Publish

at least 1 Research Paper / year.

We’d likeEvery Staff

in Our Organizationto Produce & Publish

at least 1 Research Paper / year.

Slide 45

R2R(Routine to Research) in Organization

R2R(Routine to Research) in Organization

Every Organization Activity can be A Research.

Every Organization Activity can be A Research.

Research Questions1. What are the situations of this activity?

2. How to solve the problems of this activity?3. What is the appropriate & suitable model for this activity?

4. We need continuous & sustainable improvement of this activity.How to do?

Research Questions1. What are the situations of this activity?

2. How to solve the problems of this activity?3. What is the appropriate & suitable model for this activity?

4. We need continuous & sustainable improvement of this activity.How to do?

Slide 46




Research and Developmentfor Continuous & Sustainable

Working Improvement

Research and Developmentfor Continuous & Sustainable

Working Improvement

It’s a research forManagement

Development & Improvementand Solving the problems

of Work & Organization

It’s a research forManagement

Development & Improvementand Solving the problems

of Work & Organization

R&D for CSWIR&D for CSWI

Slide 47

Do Routine or Regular Workas

Do Routine or Regular Workas

for CQI of Work / Hospital

for CQI of Work / Hospital

A ResearchAA ResearchResearch

R&D for CSWIR&D for CSWI

Slide 48




It’s an Experimental Development ResearchIt’s an Experimental Development Research

Research Designof

R&D for CSWI

Research Designof

R&D for CSWI

The systematic workusing existing knowledge gained from

research or practical experiencefor the purpose of creating new or

improved products/processes

ABS definition(Australian Bureau of Statistics)

Slide 49

R&D for CSWIR&D for CSWITimeTimeDuration Duration

O1

O2

O1

O2

O3

O4

O3

O4

X1

X2

X1

X2

X = Intervention = Working ModelO = Outcomes by Working Indicators X = Intervention = Working ModelO = Outcomes by Working Indicators

Experiment Gr.Control GroupExperiment Gr.Control Group

StartStart Pre-TestPre-Test

Post-TestPost-Test

Phase 1.Phase 1. Phase 2.Phase 2.

Phase 3.Phase 3.Phase 6.Phase 6.Phase 4.Phase 4. Phase 5.Phase 5.

Slide 50




Conceptual FrameworkConceptual FrameworkIndependent Variable

New Model Implementation

New Model New Model ImplementationImplementation

- Working Model- Structures & Systems- Resources

- Material- Man- Money

- Model Implementing- Environment- Constraint- Positive & Negative Condition




Old Model Implementation

Old Model Implementation

- Quantity.- Quality.- Time- Satisfaction.- Efficiency.- Cost.- Profit.

- Quantity.- Quality.- Time- Satisfaction.- Efficiency.- Cost.- Profit.

Dependent VariableDependent Variable

Working OutputsWorking Outputs

Slide 51

Conceptual FrameworkConceptual FrameworkIndependent Variable

New Model ImplementationNewNew Model ImplementationModel Implementation







Old Model ImplementationOld Model Implementation

- Quantity.- Quality.- Time & Labor- Satisfaction.- Efficiency.- Cost.- Profit.

- Quantity.- Quality.- Time & Labor- Satisfaction.- Efficiency.- Cost.- Profit.

Dependent VariableDependent Variable

After Model Implementation in C. areaAfterAfter Model Implementation in C. areaModel Implementation in C. area

Before Model Implementation in C. areaBeforeBefore Model Implementation in C. areaModel Implementation in C. area

Working Outputs of Model

Implementation

Working Outputs of Working Outputs of Model Model

ImplementationImplementation


Implementation




Implementation




Implementation



Slide 52




We use onlyThe

Existing Resources

We use onlyThe

Existing Resources

In R&D for CSWIIn R&D for CSWI

Slide 53

1. Work2. Man3. Organization4. Academic

1. Work2. Man3. Organization4. Academic

R&D for CSWIis 4 in 1

in Improvement

R&D for CSWIis 4 in 1

in Improvement

Slide 54




Example: R&D for CSWIExample: R&D for CSWI

An Improvement of Out-Patient Service for Hypertensive Patients in Sabot Community Hospital, Lopburi Province, 2002

Somchart Torugsa, M.D., M.P.H., Peera Krugkrunjit, M.Sc., Niphaphat Haputta, M.D., Atsawadej Salaauyporn M.Sc.

ABSTRACTThis experimental development research, two groups pre-test and post-test design, aimed to

improve hypertensive out-patient service at Sabot Community Hospital. The new model of hypertensive out-patient service was developed and was implemented for 3 months during April 1 – June 30, 2002. Out-patient service of Khokchareon Community Hospital was used as a control. Working outputs were assessed before and after the new model implementation in its performance, time, satisfaction, expense, benefit and resources utilized aspects. Descriptive statistics, chi-square, Mann-Withney U, paired t and t-test were used to analyze and to compare the working outputs between the pre-test and the post-test of experiment area and control area.

The results revealed that better working outputs were the readiness rate of daily availability, the rate of hypertensive patient who needed urgent treatment, the accuracy rate of servicing steps before sending patients to a physician, the completeness rate of services before leaving hospital, time consumed, providers’ satisfaction, customers’ satisfaction, labor cost/case, unit cost/minute of hypertensive out-patient service, the savings in labor costs, the worthiness of human resources utilization (p < 0.05).

These results show that, the new model of hypertensive out-patients service was better than the old model.

An Improvement of Out-Patient Service for Hypertensive Patients in Sabot Community Hospital, Lopburi Province, 2002

Somchart Torugsa, M.D., M.P.H., Peera Krugkrunjit, M.Sc., Niphaphat Haputta, M.D., Atsawadej Salaauyporn M.Sc.

ABSTRACTThis experimental development research, two groups pre-test and post-test design, aimed to

improve hypertensive out-patient service at Sabot Community Hospital. The new model of hypertensive out-patient service was developed and was implemented for 3 months during April 1 – June 30, 2002. Out-patient service of Khokchareon Community Hospital was used as a control. Working outputs were assessed before and after the new model implementation in its performance, time, satisfaction, expense, benefit and resources utilized aspects. Descriptive statistics, chi-square, Mann-Withney U, paired t and t-test were used to analyze and to compare the working outputs between the pre-test and the post-test of experiment area and control area.

The results revealed that better working outputs were the readiness rate of daily availability, the rate of hypertensive patient who needed urgent treatment, the accuracy rate of servicing steps before sending patients to a physician, the completeness rate of services before leaving hospital, time consumed, providers’ satisfaction, customers’ satisfaction, labor cost/case, unit cost/minute of hypertensive out-patient service, the savings in labor costs, the worthiness of human resources utilization (p < 0.05).

These results show that, the new model of hypertensive out-patients service was better than the old model.

Slide 55

Development of the Nursing service for Patients on a ventilator in Nakornpathom hospital, 2004

Somchart Torugsa, M.D., M.P.H., Peera Krugkrunjit, M.Sc., Ratana Vongpitakroj M.Sc., Porntip Boonkantha M.Sc.

Development of the Nursing service for Patients on a ventilator in Nakornpathom hospital, 2004

Somchart Torugsa, M.D., M.P.H., Peera Krugkrunjit, M.Sc., Ratana Vongpitakroj M.Sc., Porntip Boonkantha M.Sc.

ABSTRACTThe nursing service for patients on a ventilator is one of a hospital’s must important

duties. The patients are in a very critical condition and they need intensive care all the time. Concerning academic principles were applied to set up a new working model for Nakornpathom hospital which was the experimental area. A similar tertiary hospital was selected to be the control area. This experimental development research, two-group pretest and posttest design, was implemented in the experimental area for 3 months during December 29, 2003 to March 28, 2004. The results revealed that after implementing the new working model, the ratio of services per 1,000 man-minutes of the provider increased (p < 0.001); the percentage of well prepared equipments for phlegm suction during night shifts, hygienic care of oral cavities and teeth during morning shifts and night shifts increased (p = 0.020, 0.025, 0.025 and 0.025 respectively); the percentage of hand-washed correctly before providing nursing services increased (p = 0.007); the lower respiratory tract infection rate decreased; and the satisfaction of administrators and providers increased (p = 0.039). Theseconcluded that the new working model was higher efficiency and was appropriate for the experimental area, due to clear working systems, well prepare before start working, good method of model implementation by the participation of concerning person from the beginning, easy and practical manual, and better resources utilization.

ABSTRACTThe nursing service for patients on a ventilator is one of a hospital’s must important

duties. The patients are in a very critical condition and they need intensive care all the time. Concerning academic principles were applied to set up a new working model for Nakornpathom hospital which was the experimental area. A similar tertiary hospital was selected to be the control area. This experimental development research, two-group pretest and posttest design, was implemented in the experimental area for 3 months during December 29, 2003 to March 28, 2004. The results revealed that after implementing the new working model, the ratio of services per 1,000 man-minutes of the provider increased (p < 0.001); the percentage of well prepared equipments for phlegm suction during night shifts, hygienic care of oral cavities and teeth during morning shifts and night shifts increased (p = 0.020, 0.025, 0.025 and 0.025 respectively); the percentage of hand-washed correctly before providing nursing services increased (p = 0.007); the lower respiratory tract infection rate decreased; and the satisfaction of administrators and providers increased (p = 0.039). Theseconcluded that the new working model was higher efficiency and was appropriate for the experimental area, due to clear working systems, well prepare before start working, good method of model implementation by the participation of concerning person from the beginning, easy and practical manual, and better resources utilization.

Slide 56




The 2 Important Thingsin

R&D for CSWI

The 2 Important Thingsin

R&D for CSWIare

1. Working Indicators2. The New Working Model

are1. Working Indicators

2. The New Working Model

Slide 57




9. HealthMarketing9. Health

Marketing

Slide 58

1. Demand

5. Expand

4. Sell 3. Value

2. Produce

Core Marketing ConceptsCore Marketing Concepts

CoreMarketing

CoreMarketing

Slide 59




MarketingMarketingis

A societal processes

by which individuals and groups obtain what they need and want

through creating, offering, and freely exchanging products and services value with others.

isA societal processes

by which individuals and groups obtain what they need and want

through creating, offering, and freely exchanging products and services value with others.

Slide 60

The Aim of MarketingThe Aim of Marketing

isTo make selling superfluous.

To know and understand the customer so well that the product or service fits him and sell itself.

isTo make selling superfluous.

To know and understand the customer so well that the product or service fits him and sell itself.

Slide 61




Health MarketingHealth Marketingis

The processesthat bring Health Services to customersby which the customer, the provider and

the administrator are satisfy and

leading to sustainable development of Health Organization

isThe processes

that bring Health Services to customersby which the customer, the provider and

the administrator are satisfy and

leading to sustainable development of Health Organization

Slide 62

Services ImprovingServices Improving

MaximizingH. ServicesUtilization

Health Marketing

Health Services

Slide 63




areare

The Products of Health Service Organization (eg. Hospital)The Products of Health Service Organization (eg. Hospital)

Hospital ServicesHospital Services1.Health Promotions2.Health Preventions

3.Health Care Treatments3.1 ER

3.2 OPD3.3 IPD & ICU

3.4 OR3.5 LR

3.6 Special Cares4.Rehabilitations

5.Health Care Trainings6.Health Care Educations

7.Health Care Investigations8.Drugs

9.Health Care Productsetc

1.Health Promotions2.Health Preventions

3.Health Care Treatments3.1 ER

3.2 OPD3.3 IPD & ICU

3.4 OR3.5 LR

3.6 Special Cares4.Rehabilitations

5.Health Care Trainings6.Health Care Educations

7.Health Care Investigations8.Drugs

9.Health Care Productsetc Slide 64

The Marketing MixThe Marketing Mix

Product&

Position

Product&

Position

2. PRICE2. PRICE1. PRODUCT1. PRODUCT

4. PROMOTION4. PROMOTION 3. PLACE3. PLACE

Slide 65




is

Quality of ProductBoth Quality by Fact

andQuality by Customer’s Perception

is

Quality of ProductBoth Quality by Fact

andQuality by Customer’s Perception

The Most Essential of Marketing

The Most Essential of Marketing

Slide 66

Organization Chart of Marketing DivisionOrganization Chart of Marketing Division

HospitalHospital

Office of DirectorOffice of Director

Marketing DivisionMarketing Division

Marketing Support UnitMarketing Support Unit Marketing Development UnitMarketing Development Unit

Marketing Service UnitMarketing Service Unit

Marketing Service TeamMarketing Service Team

Slide 67 Slide 67




2 Main Dutiesof

Hospital Marketing Unit

HospitalServices

Utilizing

MARKETINGMARKETING

Hospital Resources

- MAN- MONEY- MATERIAL- TECHNOLOGY

1 2

Slide 68

Marketing Service TeamMarketing Service Team

1. Marketer2. Service Provider3. Service Supporter4. Service Developer5. Manager6. Customer7. Community People

1. Marketer2. Service Provider3. Service Supporter4. Service Developer5. Manager6. Customer7. Community People

Slide 69 Slide 69




24 Hours 7 DaysMarketingin Health

24 Hours 7 DaysMarketingin Health

byOur Staffs

byOur Staffs

Slide 70

How to do?How to do?

In ManagementIn Management

We focus on:We focus on:

Slide 71




1.How to Start?2.How to Achieve?3.How to Maintain?4.How to Expand?

and5.How to be Sustainable Improvement Forever?

1.How to Start?2.How to Achieve?3.How to Maintain?4.How to Expand?

and5.How to be Sustainable Improvement Forever?

Slide 72

Do

NOW ! NOW ! NOW !

LoveBy Brain c &

The Best BetterAt Your Jobs

&

HeartSlide 73

Documents

Main Creative & Practical Theory in Managementphad.ph.mahidol.ac.th/km/knowledge/Main CreativeTheory.pdf · principle of problem analysis 3. ... 5ws, 1h) - customers - providers -