Is Management Science doing Enough to Improve Healthcare?
Healthcare issues continue to pose huge problems and incur massive costs. As a result there are many challenging problems still unresolved. In this paper, we will carry out an extensive scientific survey of different areas of management and planning in an attempt to identify where there has already been a substantial contribution from management science methods to healthcare problems and where there is a clear potential for more work to be done. The focus will be on the read-across to the healthcare domain from such approaches applied generally to management and planning and how the methods can be used to improvement patient care. We conclude that, since the healthcare domain significantly differs from traditional areas of management and planning, in some cases there is a need to modify the approaches so as to incorporate the complexities of healthcare, and fully exploit the potential for improvement.
[1] J. Needleman, P. Buerhaus, S. Mattke, M. Stewart, K Zelevinsky, Nursestaffing
levels and the quality of care in hospitals. N Engl J Med, vol.
346, no. 22, pp. 1715-22, May 2002.
[2] N. Gans, G. Koole, A. Mandelbaum, Telephone call centers: tutorial,
review, and Research Prospects, Manufacturing and Service Operations
Management, vol. 5, no. 2 pp. 79-141, spring 2003.
[3] D. Y. Sze, A queueing model for telephone operator staffing. Oper Res,
vol. 32, no. 2, pp. 229-49, Mar. -Apr. 1984.
[4] I. T. Christou, A. Zakarian, J. M. Liu, H. Carter, A two-phase genetic
algorithm for large-scale bidline-generation problems at delta air lines,
Interfaces, vol. 29 no. 5 pp. 51-65, May 1999
[5] J. D. Blackburn, R. A. Millen, Improved Heuristics for Multi-Stage
Requirements Planning Systems. Manage Sci, vol. 28, no. 1, pp. 44-56,
Jan. 1982.
[6] J. F. Bard, B. Golany, Determining the number of kanbans in a
multiproduct, multistage production system. Int J Prod Res, vol. 29, no.
5, pp. 881-95, May 1991.
[7] M. Spearman, D. Woodruff, W. Hopp, CONWIP: a pull alternative to
kanban, Int J Prod Res, vol. 28, pp. 879-94, May 1990.
[8] J. A. Buzacott, Queueing models of Kanban and MRP controlled
production systems. Eng Cost Prod Econ, vol. 17, pp. 3-20, Aug. 1989.
[9] G. P. Cachon, M. Fisher, Supply chain inventory management and the
value of shared information, Manage Sci, vol. 46, no. 8, pp. 1032-48,
Aug. 2000.
[10] R. Akella, P. R. Kumar, Optimal Control of Production Rate in a Failure
Prone Manufacturing System, IEEE T Automat Contr, vol. 31, np. 2, pp.
116-26, Feb. 1986.
[11] A. Federgruen, M. Tzur, Simple forward algorithm to solve general
dynamic lot sizing models with n periods in 0(n log n) or 0(n) time,
Manage Sci, vol. 37, no. 8, pp. 909-25, Aug. 1991.
[12] J. B. Naylor, M. M. Naim, D. Berry, Legality: integrating the lean and
agile manufacturing paradigms in the total supply chain, Int J Prod
Econ, vol. 62, no. 1, pp. 107-18, 1999.
[13] K. Linderman, R. G. Schroeder, S. Zaheer, A. S. Choo, Six Sigma: A
goal-theoretic perspective, J Oper Manag, vol. 21, no. 2, pp. 193-203,
Mar. 2003.
[14] S. A. Black, L. J. Porter, Identification of the critical factors of TQM,
Decision Sci, vol. 27, no. 1, pp. 1-17, Mar. 1996.
[15] R. Shah, P. T. Ward, Lean manufacturing: Context, practice bundles, and
performance, J Oper Manag, vol. 21, no. 2, pp. 129-49, Mar. 2003.
[1] J. Needleman, P. Buerhaus, S. Mattke, M. Stewart, K Zelevinsky, Nursestaffing
levels and the quality of care in hospitals. N Engl J Med, vol.
346, no. 22, pp. 1715-22, May 2002.
[2] N. Gans, G. Koole, A. Mandelbaum, Telephone call centers: tutorial,
review, and Research Prospects, Manufacturing and Service Operations
Management, vol. 5, no. 2 pp. 79-141, spring 2003.
[3] D. Y. Sze, A queueing model for telephone operator staffing. Oper Res,
vol. 32, no. 2, pp. 229-49, Mar. -Apr. 1984.
[4] I. T. Christou, A. Zakarian, J. M. Liu, H. Carter, A two-phase genetic
algorithm for large-scale bidline-generation problems at delta air lines,
Interfaces, vol. 29 no. 5 pp. 51-65, May 1999
[5] J. D. Blackburn, R. A. Millen, Improved Heuristics for Multi-Stage
Requirements Planning Systems. Manage Sci, vol. 28, no. 1, pp. 44-56,
Jan. 1982.
[6] J. F. Bard, B. Golany, Determining the number of kanbans in a
multiproduct, multistage production system. Int J Prod Res, vol. 29, no.
5, pp. 881-95, May 1991.
[7] M. Spearman, D. Woodruff, W. Hopp, CONWIP: a pull alternative to
kanban, Int J Prod Res, vol. 28, pp. 879-94, May 1990.
[8] J. A. Buzacott, Queueing models of Kanban and MRP controlled
production systems. Eng Cost Prod Econ, vol. 17, pp. 3-20, Aug. 1989.
[9] G. P. Cachon, M. Fisher, Supply chain inventory management and the
value of shared information, Manage Sci, vol. 46, no. 8, pp. 1032-48,
Aug. 2000.
[10] R. Akella, P. R. Kumar, Optimal Control of Production Rate in a Failure
Prone Manufacturing System, IEEE T Automat Contr, vol. 31, np. 2, pp.
116-26, Feb. 1986.
[11] A. Federgruen, M. Tzur, Simple forward algorithm to solve general
dynamic lot sizing models with n periods in 0(n log n) or 0(n) time,
Manage Sci, vol. 37, no. 8, pp. 909-25, Aug. 1991.
[12] J. B. Naylor, M. M. Naim, D. Berry, Legality: integrating the lean and
agile manufacturing paradigms in the total supply chain, Int J Prod
Econ, vol. 62, no. 1, pp. 107-18, 1999.
[13] K. Linderman, R. G. Schroeder, S. Zaheer, A. S. Choo, Six Sigma: A
goal-theoretic perspective, J Oper Manag, vol. 21, no. 2, pp. 193-203,
Mar. 2003.
[14] S. A. Black, L. J. Porter, Identification of the critical factors of TQM,
Decision Sci, vol. 27, no. 1, pp. 1-17, Mar. 1996.
[15] R. Shah, P. T. Ward, Lean manufacturing: Context, practice bundles, and
performance, J Oper Manag, vol. 21, no. 2, pp. 129-49, Mar. 2003.
@article{"International Journal of Business, Human and Social Sciences:58925", author = "Lalit Garg and Sally McClean and Maria Barton", title = "Is Management Science doing Enough to Improve Healthcare?", abstract = "Healthcare issues continue to pose huge problems and incur massive costs. As a result there are many challenging problems still unresolved. In this paper, we will carry out an extensive scientific survey of different areas of management and planning in an attempt to identify where there has already been a substantial contribution from management science methods to healthcare problems and where there is a clear potential for more work to be done. The focus will be on the read-across to the healthcare domain from such approaches applied generally to management and planning and how the methods can be used to improvement patient care. We conclude that, since the healthcare domain significantly differs from traditional areas of management and planning, in some cases there is a need to modify the approaches so as to incorporate the complexities of healthcare, and fully exploit the potential for improvement.
", keywords = "Management science, management and planning, transforming services, healthcare.", volume = "2", number = "4", pages = "311-5", }
