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Klinik Uygulamalarda Süreç Yönetimi

Year 2020, , 225 - 231, 31.12.2020
https://doi.org/10.34084/bshr.835388

Abstract

Klinik Uygulamalarda Süreç Yönetimi

Özet

Klinik uygulamalarda süreç yönetimi, hizmetlerin sunumundaki tüm süreçlerin ayrıntılı şekilde tanımlanması, her sürece ilişkin karşılaşılabilecek önemli sorunların öngörülerek önlemler alınması, süreçlerin sorumlularının belirlenerek iş tanımlarının yapılması, farklı bölümler arasındaki iş akışının düzenlenerek tüm sistemin bütünlük içerisinde çalışmasının sağlanması anlamına gelmektedir.
Süreç yönetimi yaklaşımı, çıktılara odaklanan geleneksel yönetim anlayışından süreçlere yönelen bir yönetim anlayışını ifade etmektedir. Yani verilen hizmetin sonuçlarına, çıktılarına odaklanmak yerine bu sonucu ortaya çıkaran süreçlerin iyi yönetilmesi anlamına gelmektedir.
Beş aşamalı bir döngüden oluşan süreç yönetiminin birinci aşaması olan Tanımlama aşamasında yönetilecek olan iş süreçlerinin neler olduğunu tanımlanır. İkinci aşama olan Analiz aşamasında tanımlanan iş süreçlerinde neler yapıldığı, kimlerin sorumluluğunda nasıl yapıldığı, zayıf noktaların neler olduğu, yani, mevcut durum değerlendirilir. Üçüncü aşama olan Yeniden Tasarım aşamasında ise toplanan verilerin ışığında süreçleri, oyuncular ve roller arasındaki ilişkileri, etkileşimleri yeniden tasarlama amaçlı grafik çalışmaları yapılır. Dördüncü aşama olan Uygulama aşamasında hazırlanan model uygulamaya konulur, tanımlanan görevler otomatize edilir. Beşinci aşama olan İzleme aşaması süreçlerin işleyişinin belirlenen amaçları gerçekleştirip gerçekleştirmediği, amaçlardan sapmalar var ise nedenlerini saptama amacını taşır.
Süreç yönetimini uygulayan kliniklerden elde edilen sonuçları yayınlayan çeşitli araştırmalarda performans göstergeleri olarak belirlenen tanı sürelerinde, raporlama, ameliyatlar için bekleme ve hizmetlere erişim sürelerinde kısalma sağlandığı görülmüştür. Ayrıca, günlük çalışma sürelerinde azalma, hemşire başına düşen hasta şikayetlerinde azalma da olumlu yönde değişen göstergeler arasında yer almıştır. Üretim sanayiinde ve bilişim sektöründe yaygın şekilde kullanılan süreç yönetiminin sağlık sektöründe hizmet kalitesini ve hasta güvenliğini arttırıcı özelliği olduğu görülmektedir.






(ENGLISH)
Process Management in Clinical Practice

Abstract

Process management in clinical practice means defining all processes in the provision of services in detail, taking measures by foreseeing important problems that may be encountered in each process, determining the responsible people of the processes and making job descriptions, organizing the work flow between different departments and ensuring that the whole system works in integrity.
The process management approach refers to a management approach that moves from the traditional management approach focusing on outputs to processes. In other words, instead of focusing on the results and outputs of the service, it means that the processes that produce this result are managed well.
The process management consists of a five-stage life-cycle. In the first stage, current status of the clinical processes to be managed are defined. In the second stage, weaknesses and strengths of the current status is analyzed. In the third stage, the processes are redesigned and relationships between actors and roles as well as the interactions are redefined by using graphic methods. In the fourth stage, redesigned processes are implemented and tasks are automated. The fifth stage, the monitoring stage, aims to determine whether the functioning of the processes has achieved the determined goals, and understand why if there are deviations from the goals.
Results of various studies that published the experiences of several clinical process management practices indicate that the duration of diagnosis, reporting, waiting for surgery and access to services were shortened as performance indicators. In addition, decrease in daily working hours and decrease in patient complaints per nurse were among the indicators that changed positively. It is seen that process management, which is widely used in the manufacturing industry and information sector, has the feature of increasing the service quality and patient safety in the health sector.

Supporting Institution

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Project Number

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Thanks

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References

  • https://www.iso.org/files/live/sites/isoorg/files/archive/pdf/en/iso9001-2015-process-appr.pdf (erişim:25.Kasım.2020)
  • Smith H, Fingar P. Business process management : the third wave. Tampa, FL: Meghan-Kiffer Press, 2003.
  • Combi C, Pozzi G, Veltri P. Process Modeling and Management for Healthcare. CRC Press Taylor & Francis, 2018.
  • Benner MJ, Tushman ML. Exploitation, exploration, and process management: the productivity dilemma revisited. Academy of Management Review 2003;28 (2):238-56.
  • https://web.archive.org/web/20161128195011/https://www.acep.org/Clinical---Practice-Management/Definition-of-Emergency-Medicine/ (erişim: 26.Kasım.2020)
  • Wachter RM, Goldman L. Zero to 50,000 — The 20th Anniversary of the Hospitalist. New England Journal of Medicine. 2016;375(11): 1009-11. doi:10.1056/NEJMp1607958. ISSN 0028-4793. PMID 27508924
  • Dumas M, La Rosa M, Mendling J, Reijers HA. Fundamentals of Business Process Management. Springer, 2013.
  • Harmon P. Business process change: a manager’s guide to improving, redesigning, and automating processes. Burlington, MA: Morgan Kaufmann, 2003.
  • Hayran O. Kanıta Dayalı İnsan Odaklı Sağlık Yönetimi. Yüce Yayım, 2016.
  • Hellström A, Lifvergren S, Quist J. Process management in healthcare: Investigating why it's easier said than done. Journal of Manufacturing Technology Management 2010;21(4):499-511.
  • Nembhard IM, Alexander JA, Hoff TJ, Ramanujam R. Why does the quality of health care continue to lag? Insights from management research. Academy of Management Perspectives, 2009;23(1): 24-42.
  • De Ramón Fernández A, Ruiz Fernández D, Sabuco García Y. Business Process Management for optimizing clinical processes: A systematic literature review. Health Informatics Journal. 2020;26(2):1305-1320. doi:10.1177/1460458219877092

Process Management in Clinical Applications

Year 2020, , 225 - 231, 31.12.2020
https://doi.org/10.34084/bshr.835388

Abstract

Process Management in Clinical Practice Abstract Process management in clinical practice means defining all processes in the provision of services in detail, taking measures by foreseeing important problems that may be encountered in each process, determining the responsible people of the processes and making job descripti- ons, organizing the work flow between different departments and ensuring that the whole system works in integrity. The process management approach refers to a management approach that moves from the traditional management approach focusing on outputs to processes. In other words, instead of focusing on the results and outputs of the service, it means that the processes that produce this result are managed well. The process management consists of a five-stage life-cycle. In the first stage, current status of the clinical processes to be managed are defined. In the second stage, weaknesses and strengths of the current status is analyzed. In the third stage, the processes are redesigned and relationships between actors and roles as well as the interactions are redefined by using graphic methods. In the fourth stage, redesigned processes are implemented and tasks are automated. The fifth stage, the monitoring stage, aims to determine whether the functioning of the processes has achieved the determined goals, and understand why if there are deviations from the goals. Results of various studies that published the experiences of several clinical process management practices indicate that the duration of diagnosis, reporting, waiting for surgery and access to services were shortened as performance indicators. In addition, decrease in daily working hours and decrease in patient complaints per nurse were among the indicators that changed positively. It is seen that process management, which is widely used in the manufacturing industry and information sector, has the feature of increasing the service quality and patient safety in the health sector.

Project Number

-

References

  • https://www.iso.org/files/live/sites/isoorg/files/archive/pdf/en/iso9001-2015-process-appr.pdf (erişim:25.Kasım.2020)
  • Smith H, Fingar P. Business process management : the third wave. Tampa, FL: Meghan-Kiffer Press, 2003.
  • Combi C, Pozzi G, Veltri P. Process Modeling and Management for Healthcare. CRC Press Taylor & Francis, 2018.
  • Benner MJ, Tushman ML. Exploitation, exploration, and process management: the productivity dilemma revisited. Academy of Management Review 2003;28 (2):238-56.
  • https://web.archive.org/web/20161128195011/https://www.acep.org/Clinical---Practice-Management/Definition-of-Emergency-Medicine/ (erişim: 26.Kasım.2020)
  • Wachter RM, Goldman L. Zero to 50,000 — The 20th Anniversary of the Hospitalist. New England Journal of Medicine. 2016;375(11): 1009-11. doi:10.1056/NEJMp1607958. ISSN 0028-4793. PMID 27508924
  • Dumas M, La Rosa M, Mendling J, Reijers HA. Fundamentals of Business Process Management. Springer, 2013.
  • Harmon P. Business process change: a manager’s guide to improving, redesigning, and automating processes. Burlington, MA: Morgan Kaufmann, 2003.
  • Hayran O. Kanıta Dayalı İnsan Odaklı Sağlık Yönetimi. Yüce Yayım, 2016.
  • Hellström A, Lifvergren S, Quist J. Process management in healthcare: Investigating why it's easier said than done. Journal of Manufacturing Technology Management 2010;21(4):499-511.
  • Nembhard IM, Alexander JA, Hoff TJ, Ramanujam R. Why does the quality of health care continue to lag? Insights from management research. Academy of Management Perspectives, 2009;23(1): 24-42.
  • De Ramón Fernández A, Ruiz Fernández D, Sabuco García Y. Business Process Management for optimizing clinical processes: A systematic literature review. Health Informatics Journal. 2020;26(2):1305-1320. doi:10.1177/1460458219877092
There are 12 citations in total.

Details

Primary Language Turkish
Subjects Health Care Administration
Journal Section Review
Authors

Osman Hayran 0000-0002-9994-5033

Project Number -
Publication Date December 31, 2020
Acceptance Date December 9, 2020
Published in Issue Year 2020

Cite

AMA Hayran O. Klinik Uygulamalarda Süreç Yönetimi. J Biotechnol and Strategic Health Res. December 2020;4(3):225-231. doi:10.34084/bshr.835388
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