How do we respond to a crisis? Kiauta, Marko
Bilten : ekonomika, organizacija, informatika v zdravstvu,
01/2012, Letnik:
28, Številka:
1
Journal Article
Recenzirano
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Pri iskanju svoje vloge za naslednji dve leti je Sekcija za kakovost v zdravstvu pri Slovenskem združenju za kakovost in odličnost — SZKO obravnavala ugotovitve stroke ekonomije in vodenja kakovosti ...glede prepoznavanja krize in odzivanja nanjo. Kriza je prisotna v javnem sektorju, torej ne le v zdravstvu in ne le v Sloveniji. Dostopnost zdravstvenih storitev ne sledi povečevanju dostopnosti storitev in izdelkov zasebnega sektorja. Pri odzivanju na situacijo imajo politika in stroke različni vlogi. Nastajanje krizne situacije je stalno prisotno in je odvisno od sposobnosti in pripravljenosti odzivanja na spremembe. Glede na to so v organizaciji prisotna tri področja vodenja kakovosti: varnost — izpolnjevanje zahtev, vrednost — izpolnjevanje pričakovanj in stalnost — prilagajanje novim razmeram. Odzivanje na spremembe vključuje tako prilagajanje posameznega dela kakor tudi prilagajanje odnosov med posameznimi deli — prilagajanje sistema. Uspeh je rezerviran za timsko povezane igralce, ki se znajo in hočejo odzivati na stalne spremembe. Da je to izvedljivo, je potrebno stalno spremljane kazalnikov o povečanih časovnih in finančnih pritiskih in tveganjih vseh vrst. Vloga sekcije je predvsem spodbujanje povezovanja.
While searching for their role for the next two years, the Section for Quality in Health Care at the Slovenian Quality and Excellence Association (SZKO) considered the findings of the professions of economics and quality management in identifying and reacting to a crisis. The crisis is present in the public sector, therefore, not only in health care and not only in Slovenia. Access to health care does not keep pace with the increasing availability of services and products in the private sector. When responding to the situation, politics and professions have different roles. The occurrence of a crisis is continuously present and is dependent on the ability and willingness to respond to change. In this regard, the organisation has three areas of quality management: security - compliance to demands, value - fulfilling expectations, and continuity - adapting to new situations. Reaction to changes includes both the adaptation of an individual part, as well as the adjustment of relations between the parts — adaptation of the system. Success is reserved for team players who can and want to respond to constant change. For this to be feasible, constant monitoring of the indicators of increased time and financial pressures and risks of all kinds is necessary. Above all, the role of the section is in facilitating greater integration.
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The specifics of process manufacturing have a great influence on production management. The focus of process-production control is to maintain stable and cost-effective production within given ...constraints. The synthesis of production-control structures is thus recognized as one of the most important design problems in process-production management. This article proposes a closed-loop control structure with the utilization of production-performance indicators (pPIs) as a possible solution to this problem. Suggested concept takes into account also economic issues of production. pPIs represent the translation of operating objectives, such as the minimization of production costs, to a reduced set of control variables that can then be used in a feedback control. The idea of production-feedback control using production pPIs as controlled variables was implemented on a procedural model of a production process for a polymerization plant. Preliminary results demonstrate the usefulness of the proposed methodology. At the implementation stage we must be aware that appropriate IT system has to be available which ensures needed online production data.
Posebnosti procesne industrije imajo velik vpliv na vodenje proizvodnje. Poudarek vodenja proizvodnje v tovrstnih industrijah je na vzdrževanju stabilne in stroškovno učinkovite proizvodnje znotraj danih omejitev. Načrtovanje strukture sistema vodenja proizvodnje tako predstavlja enega izmed najbolj zahtevnih problemov. Kot možna rešitev omenjenega problema je v prispevku predlagan koncept zaprtozančnega vodenja z uporabo proizvodnih kazalnikov učinkovitosti (pPIs). Predlagan koncept upošteva tudi ekonomski vidik proizvodnje. Uporaba kazalnikov učinkovitosti omogoča prevedbo doseganja globalnih ciljev proizvodnje (npr. minimizacijo proizvodnih stroškov) v ustrezno izvedeno zaprtozančno vodenje izbrane podmnožice procesnih veličin. Ideja zaprtozančnega vodenja, kjer kazalnike pPI uporabimo kot regulirane veličine, je bila preizkušena na proceduralnem modelu proizvodnega procesa polimerizacije. Preliminarni rezultati kažejo na uporabnost predlagane metodologije ob predpogoju, da je v fazi implementacije potrebno zagotoviti ustrezno informacijsko podporo za zagotavljanje vseh potrebnih podatkov za vodenje proizvodnje.
JIRA Agile (formerly known as GreenHopper) is a plugin that adds agile project management to any JIRA project. It allows you to visualize your existing process and stimulate incremental improvement. ...JIRA Agile brings the power of agile methodology to Atlassian JIRA. With JIRA Agile Essentials you will dive straight into the action, exploring critical agile terminologies and concepts in the context of JIRA Agile. Learn to install and run JIRA Agile, and set it up to run with Scrum and Kanban. Collaborate with your colleagues to define requirements, create user stories, and manage and plan sprints based on the availability of your members. Create reports and share your project progress with other stakeholders. With this practical guide, you will develop a great working knowledge of JIRA Agile and make your project management much more efficient.
The bestselling project management text for students and professionalsnow updated and expandedThis Eleventh Editionof the bestselling "bible" of project management maintains the streamlined approach ...of the prior editions and moves the content even closer to PMI's Project Management Body of Knowledge (PMBOK). New content has been added to this edition on measuring project management ROI, value to the organization and to customers, and much more. The capstone "super" case on the "Iridium Project" has been maintained, covering all aspects of project management. Increased use of sidebars throughout the book helps further align it with the PMBOK and the Project Management Professional (PMP) Certification Exam.This new edition features significant expansion, including more than three dozen entirely new sections and updates on process supporting; types of project closure; project sponsorship; and culture, teamwork, and trust. This comprehensive guide to the principles and practices of project management:Offers new sections on added value, business intelligence, project governance, and much moreProvides twenty-five case studies covering a variety of industries, almost all of which are real-world situations drawn from the author's practiceIncludes 400 discussion questions and more than 125 multiple-choice questionsServes as an excellent study guide for the PMP Certification Exam
Vstopili smo v druzbo znanja, kjer znanje ni samo se en vir poleg tradicionalnih dejavnikov proizvodnje, ki so nekoc veljali za najpomembnejse sredstvo (zemljisce, kapital, stroji). V tej dobi moramo ...sprejeti miselnost, da prihodnost pripada "umskim delavcem", ki pri svojem delu uporabljajo eksplicitno in implicitno znanje. O samem znanju so razpravljali filozofi ze pred nasim stetjem (Platon), v moderni zgodovini pa se je o zacetkih upravljanja znanja zacelo razmisljati v prejšnjem stoletju.
Informiranje bolnika je kompleksen proces in bolnik poleg informacij, ki mu jih posredujeta zdravnik o bolezni in zdravljenju ter medicinska sestra o zdravstveni negi, potrebuje še številne ...dopolnilne informacije za razumevanje samega procesa zdravljenja, stranskih učinkov in ukrepov v zvezi s tem ter informacije, ki mu olajšajo bivanje ter vplivajo na kakovost življenja v času zdravljenja. Merjenje zadovoljstva bolnikov z informiranjem mora biti usmerjeno v celovito oceno stanja in priprave projekta izboljšav, izvajanje izboljšav in vrednotenje le teh. Spremljanje zadovoljstva bolnikov je zdravstvenemu menedžmentu v pomoč pri ugotavljanju izobraževalnih potreb zaposlenih, odkrivanju področij, na katerih se pojavljajo organizacijski problemi, pri odkrivanju nepravilnosti v zdravstveni oskrbi bolnika in pri nagrajevanju in krepitvi delovne morale zaposlenih. Na Onkološkem inštitutu Ljubljana smo v zadnjih petih letih uvedli nekatere izboljšave, s katerimi smo želeli vplivati na stopnjo zadovoljstva bolnikov z informiranjem, komuniciranjem in edukacijo.
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