Critical Success Factors for Delivering M-health Excellence

2008 ◽  
pp. 339-351
Author(s):  
Nilmini Wickramasinghe ◽  
Steve Goldberg
Keyword(s):  
Success Factors ◽  
Medical Science ◽  
Healthcare Delivery ◽  
Healthcare Organizations ◽  
Integrative Framework ◽  
Solution Strategies ◽  
Critical Success ◽  
World Class ◽  
Health Application ◽  
Case Data

Medical science has made revolutionary changes in the past decades. Contemporaneously however, healthcare has made incremental changes at best. The growing discrepancy between the revolutionary changes in medicine and the minimal changes in healthcare processes is leading to inefficient and ineffective healthcare deliver and one if not the significant contributor to the exponentially increasing costs plaguing healthcare globally. Healthcare organizations can respond to these challenges by focusing on three key solution strategies (or the value propostion); namely, 1. access - caring for anyone, anytime, anywhere; 2. quality – offering world class care and establishing integrated information repositories; and 3. value – providing effective and efficient healthcare delivery. These three components are interconnected such that they continually impact on the other and all are necessary to meet the key challenges facing healthcare organizations today. The application of mobile commerce to healthcare; namely, m-health appears to offer a way for healthcare delivery to revolutionize itself. However, little if anything has been written regarding how to achieve excellence in m-health. This chapter serves to address this major void by presenting an integrative framework for achieving m-health, developed through the analysis of longitudinal applied research conducted by INET in conjunction with academe. After presenting this framework and discussing its key inputs we then illustrate how the mapping of case data to the model enable the attainment of a successful m-health application to ensue and the benefits of adopting such a methodology.

scholarly journals A Framework for Delivering m-Health Excellence

2011 ◽  
pp. 36-61 ◽  
Author(s):  
Nilmini Wickramasinghe ◽  
Steve Goldberg
Keyword(s):  
Medical Science ◽  
Healthcare Delivery ◽  
The Other ◽  
Healthcare Organizations ◽  
Solution Strategies ◽  
Significant Contributor ◽  
The Past ◽  
C Value ◽  
World Class ◽  
Healthcare Processes

Medical science has made revolutionary changes in the past decades. Contemporaneously, however, healthcare has made incremental changes at best. The growing discrepancy between the revolutionary changes in medicine and the minimal changes in healthcare processes is leading to inefficient and ineffective healthcare delivery, and is one, if not the significant, contributor to the exponentially increasing costs plaguing healthcare globally. Healthcare organizations can respond to these challenges by focusing on three key solution strategies, namely, (a) access, as in caring for anyone, anytime, anywhere, (b) quality, delivered by offering world-class care and establishing integrated information repositories, and (c) value, which is created by providing effective and efficient healthcare delivery. These three components are interconnected such that they continually impact on the other and are all necessary to meet the key challenges facing healthcare organizations today.

M-Health

2011 ◽  
pp. 187-204 ◽  
Author(s):  
Nilmini Wickramasinghe ◽  
Steve Goldberg
Keyword(s):  
Medical Science ◽  
Healthcare Delivery ◽  
Mobile Commerce ◽  
Study Data ◽  
Healthcare Management ◽  
Healthcare Organizations ◽  
Solution Strategies ◽  
World Class ◽  
Feasible Solutions

Medical science has made revolutionary changes in the past decades. Contemporaneously, however, healthcare has made incremental changes at best. The growing discrepancy between the revolutionary changes in medicine and the minimal changes in healthcare processes is leading to inefficient and ineffective healthcare delivery and one if not the significant contributor to the exponentially increasing costs plaguing healthcare globally. Healthcare organizations can respond to these challenges by focusing on three key solution strategies, namely, (1) access – caring for anyone, anytime, anywhere; (2) quality – offering world-class care and establishing integrated information repositories; and (3) value – providing effective and efficient healthcare delivery. These three components are interconnected such that they continually impact the other and all are necessary to meet the key challenges facing healthcare organizations today. The application of mobile commerce to healthcare, namely, m-health, appears to offer a way for healthcare delivery to revolutionize itself. This chapter serves to outline an example of adopting mobile commerce within the healthcare industry, namely, in the area of a wireless medical record. In particular, itdiscusses an appropriate, feasible mobile solution to enable hospitals operate effectively and efficiently in today’s competitive and costly healthcare environment as well as meet all the necessary regulatory requirements. The lessons learnt from these case study data should be of interest to both practitioners and researchers since they will outline realistic and feasible solutions to enable hospitals to incorporate a wireless/m-commerce solution as well as highlighting key areas for further research in this important area of high-quality, effective, and efficient healthcare management.

M-Health

2011 ◽  
pp. 1773-1787 ◽  
Author(s):  
Nilmini Wickramasinghe ◽  
Steve Goldberg
Keyword(s):  
Medical Science ◽  
Healthcare Delivery ◽  
Mobile Commerce ◽  
Study Data ◽  
Healthcare Management ◽  
Healthcare Organizations ◽  
Solution Strategies ◽  
Healthcare Processes ◽  
Feasible Solutions

Medical science has made revolutionary changes in the past decades. Contemporaneously, however, healthcare has made incremental changes at best. The growing discrepancy between the revolutionary changes in medicine and the minimal changes in healthcare processes is leading to inefficient and ineffective healthcare delivery and one if not the significant contributor to the exponentially increasing costs plaguing healthcare globally. Healthcare organizations can respond to these challenges by focusing on three key solution strategies, namely, (1) access – caring for anyone, anytime, anywhere; (2) quality – offering worldclass care and establishing integrated information repositories; and (3) value – providing effective and efficient healthcare delivery. These three components are interconnected such that they continually impact the other and all are necessary to meet the key challenges facing healthcare organizations today. The application of mobile commerce to healthcare, namely, m-health, appears to offer a way for healthcare delivery to revolutionize itself. This chapter serves to outline an example of adopting mobile commerce within the healthcare industry, namely, in the area of a wireless medical record. In particular, it discusses an appropriate, feasible mobile solution to enable hospitals operate effectively and efficiently in today’s competitive and costly healthcare environment as well as meet all the necessary regulatory requirements. The lessons learnt from these case study data should be of interest to both practitioners and researchers since they will outline realistic and feasible solutions to enable hospitals to incorporate a wireless/m-commerce solution as well as highlighting key areas for further research in this important area of high-quality, effective, and efficient healthcare management.

Critical Success Factors for E-Health

2011 ◽  
pp. 824-830
Author(s):  
Nilmini Wickramasinghe ◽  
Jonathan L. Schaffer
Keyword(s):  
Developing Countries ◽  
Critical Success Factors ◽  
Success Factors ◽  
Developed Countries ◽  
Full Potential ◽  
Integrative Framework ◽  
Critical Success ◽  
Health Initiatives

Within the umbrella of e-commerce, one area, e-health, has yet to reach its full potential in many developed countries, let alone developing countries. Each country is positioned differently and has varying potential and preparedness regarding embracing e-commerce technologies generally and e-health in particular. Given the macrolevel nature of many issues pertaining to the development of e-health (Alvarez, 2002), in order to be more effective in their e-health initiatives, it is important for countries to assess their potential, identify their relative strengths and weaknesses, and thereby develop strategies and policies to address these issues to effectively formulate and implement appropriate e-health initiatives. To do this effectively, it is valuable to have an integrative framework that enables the assessment of a country’s e-health preparedness. This article serves to develop such a framework that can be applied to various countries throughout the globe, and from this generate an e-health preparedness grid. In so doing, we hope to facilitate better understanding of e-health initiatives and thus maximize their power.

scholarly journals Critical Success Factors for Quality Assurance in Healthcare Organizations

10.5772/33081 ◽  
2012 ◽  
Author(s):  
Vctor Reyes-Alczar ◽  
Antonio Torres-Olivera ◽  
Diego Nez-Garca ◽  
Antonio Almuedo-Paz
Keyword(s):  
Quality Assurance ◽  
Critical Success Factors ◽  
Success Factors ◽  
Healthcare Organizations ◽  
Critical Success

Critical Success Factors of Enterprise Data Analytics and Visualization Ecosystem

2019 ◽  
Vol 10 (3) ◽  
pp. 34-55
Author(s):  
Mohammad Daradkeh
Keyword(s):  
Decision Making ◽  
Data Analytics ◽  
Critical Success Factors ◽  
Success Factors ◽  
Successful Implementation ◽  
Structured Interviews ◽  
Integrative Framework ◽  
Critical Success ◽  
Increasing Demand ◽  
Effective Decision Making

With the huge proliferation of Big Data, combined with the increasing demand for analytics-driven decision-making, the data analytics and visualization (DAV) ecosystem is increasingly becoming a trending practice that many enterprises are adopting to gain actionable insights from corporate data for effective decision-making. Although DAV platforms have tremendous benefits, extant research has paid insufficient attention to the investigation of the critical success factors (CSFs) underpinning their successful implementation in enterprises. In order to bridge this knowledge gap, this study presents an integrative framework synthesizing a set of CSFs for implementing DAV platforms in enterprises. A qualitative research methodology, comprising semi-structured interviews with IT and business analysts, was conducted to collect and analyze the interview data. Analysis of results revealed that the CSFs of DAV implementation exist in various dimensions composed of organizational, technological, process, and people perspectives. This study provides several theoretical and practical implications.

The Concept of Critical Success Factors (CSFs) as a Planning Tool for Healthcare Managers

1989 ◽  
Vol 2 (2) ◽  
pp. 12-17 ◽  
Author(s):  
Godwin O. Eni
Keyword(s):  
Health Services ◽  
Critical Success Factors ◽  
Success Factors ◽  
Success Factor ◽  
Critical Success Factor ◽  
Planning Tool ◽  
Healthcare Organizations ◽  
Critical Success ◽  
Planning Approach ◽  
Healthcare Executives

A well-used concept in business, the Critical Success Factor (CSF) is just beginning to be applied to healthcare organizations. This article discusses the utility of the CSF approach to the management of health services, explains how senior healthcare executives can use it to consider, define and direct the planning needs of healthcare organizations, and demonstrates how it can be applied in hospital management. Managers can use the CSF planning approach to achieve the organization's goals in accordance with its mission, be competitive, and evaluate and restructure existing programs to satisfy needs to meet specific objectives.

scholarly journals STRATEGI PENYEMPURNAAN IMPLEMENTASI SHARED SERVICE MULTI TOWER PADA SUBHOLDING COMMERCIAL & TRADING PERTAMINA

2021 ◽  
Vol 5 (2) ◽  
pp. 261
Author(s):  
Fadly Suterisno ◽  
Ningky Sasanti Munir
Keyword(s):  
Human Capital ◽  
Asset Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
Shared Services ◽  
Capital Asset ◽  
Energy Company ◽  
Critical Success ◽  
Business Support ◽  
World Class

Shared Services Center (SSC) adalah paradigma baru perusahaan untuk meningkatkan efisiensi dan efektivitas dalam kegiatan pendukung bisnis. Studi menunjukkan perusahaan dengan SSC dapat mengurangi biaya hingga 30% (Richter & Brühl, 2019). Pertamina terus bertransformasi untuk mewujudkan visi menjadi perusahaan energi kelas dunia, dengan misi “Aggressive in Upstream, Profitable in Downstream”. Pertamina berinisiatif membentuk organisasi SSC sejak awal tahun 2018, yang diharapkan menjadi driver untuk mengelola kegiatan pendukung bisnis yang bersifat rutin, repetitif dan bervolume tinggi di seratus lebih anak perusahaan dan afiliasi dalam Pertamina grup. Saat ini, semua tipe pekerjaan, baik yang bersifat strategis, taktikal maupun transaksional dilakukan masing-masing entitas, sehingga banyak potensi inefisiensi dalam proses bisnisnya. Melalui SSC, semua kebutuhan bisnis yang berkaitan dengan Finance, IT, Human Capital, Asset Management serta Procurement, akan dipenuhi terlebih dahulu oleh SSC dan diberlakukan chargeback. Permasalahan strategis perusahaan yang menjadi tujuan penelitian ini adalah bagaimana business parenting opportunities serta critical success factors dari subholding C&T dengan implementasi Pertamina Multi Tower SSC? serta kesesuaiannya dengan karakteristik SSC sendiri. Apa strategi yang sesuai untuk diimplementasikan SSC dalam rangka mendukung visi pertamina menjadi world class energy company? Dengan pendekatan studi kualitatif, semua faktor sukses kritis dari anak perusahaan terkait penunjang bisnis dapat dipenuhi oleh karakteristik SSC. SSC menjadi salah satu solusi bagi anak usaha dalam mengelola fungsi supporting. Shared Services Center (SSC) is a new paradigm for companies to improve efficiency and effectiveness in business support activities. Studies show companies with SSC can reduce costs by up to 30% (Richter & Brühl, 2019). Pertamina continues to transform to realize its vision of becoming a world-class energy company, with the mission of "Aggressive in Upstream, Profitable in Downstream". Pertamina has taken the initiative by forming SSC organization since early 2018, which is expected to become a driver for managing routine, repetitive and high-volume business support activities in more than one hundred subsidiaries and affiliates in the Pertamina group. Currently, all types of work, whether strategic, tactical or transactional, are carried out by each entity, resulting in many potential inefficiencies in business processes. Through SSC, all business needs related to Finance, IT, Human Capital, Asset Management and Procurement, will be met first by SSC and a chargeback will be applied. The company's strategic issues that are the aims of this research are how are business parenting opportunities and critical success factors from subholding C&T with the implementation of Pertamina Multi Tower SSC? As well as its compatibility with the characteristics of the SSC itself. What is the appropriate strategy for SSC to implement in order to support Pertamina's vision of becoming a world class energy company? With a qualitative study approach,all the critical success factors of the subsidiaries related to business support can be fulfilled by SSC characteristics. SSC is one of the solutions for subsidiaries in managing supporting functions. 

scholarly journals Calculation of Overall Equipment Effectiveness (OEE) in Rotary Machine 5 Feet in Order to Total Productive Maintenance Implementation

2020 ◽  
Vol 5 (7) ◽  
pp. 1199-1204
Author(s):  
Sigit Dwi Cahyono ◽  
Fourry Handoko ◽  
Nelly Budiharti
Keyword(s):  
Success Factors ◽  
Global Market ◽  
Total Productive Maintenance ◽  
Rotary Machine ◽  
Wood Processing ◽  
Critical Success ◽  
Fishbone Diagram ◽  
World Class ◽  
Manufacturing Organization ◽  
Production Period

PT. Tri Tunggal Laksana is an industry that focusing on wood processing. During the production period, the tools have a high frequency of trouble. Total Productive Maintenance (TPM) has been recognized as one of the significant operation strategy to regain the production losses due to equipment inefficiency. Many organizations have implemented TPM to improve their equipment efficiency and to obtain the competitive advantage in the global market in terms of cost and quality. In the implementation of TPM in a manufacturing organization, both Human-oriented and Process-oriented strategy has been identified as critical success factors. Based on the problem background, the research do because Rotary Machine 5 Feet having so many trouble in July to December of 2019 during the production period. After the research is done, the average of OEE calculation is equal to 56.29%. It can be concluded that the effectiveness of the machine is still far from world class standard that is equal to 85%. Six big losses factors that contribute most to Rotary Machine effectiveness is Reduce Speed Losses that is 22,31%. According to the fishbone diagram analysis factors that causing the OEE is low can be identified so that improvement can be done immediately.

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