The Challenge of Designing Standard Work

2021 ◽  
pp. 27-42
Author(s):  
Patrick Graupp ◽  
Martha Purrier
Keyword(s):  
Standard Work

Lean Leadership

2020 ◽  
Vol 5 (1) ◽  
pp. 19-23
Author(s):  
Philipp Meyer ◽  
Steven Cyrol ◽  
Rebekka Gemperle
Keyword(s):  
Standard Work

Zusammenfassung. Der ökonomische Druck in den Schweizer Spitälern nimmt zu. Spitalaufenthalte sollen effizienter werden. Gleichzeitig steigen die Erwartungen der informierten Patientinnen und Patienten an die Behandlungs- und Servicequalität. Die Institutionen sind gefordert, in ihr humanistisches Behandlungsverständnis neben steigender wirtschaftlicher Verantwortung auch eine gesteigerte Nutzerorientierung, Mit-Unternehmertum und „Standard Work“ zu integrieren. Trotz der Bedeutung von Führung für den Erfolg von „Lean“ haben nur wenige die Frage nach den idealen Führungseigenschaften erforscht, um Lean-Denken im Gesundheitswesen zu entwickeln.

The Economics Of Non-standard Work Arrangements

2017 ◽  
Author(s):  
Regina Pana-Cryan ◽  
Tapas K. Ray ◽  
Anasua Bhattacharya ◽  
Abay G. Asfaw ◽  
Toni Alterman
Keyword(s):  
Work Arrangements ◽  
Standard Work

The Multinational Empire Revisited: Reflections on Late Imperial Austria

1992 ◽  
Vol 23 ◽  
pp. 1-22 ◽  
Author(s):  
Gerald Stourzh
Keyword(s):  
Late Imperial ◽  
Standard Work ◽  
German Edition

Robert kann's first book, The Multinational Empire, published in two large volumes in 1950, has become a classic in its field. As Stanley Winters has well said, “It is rare when a scholar's first book establishes its author in the front rank of his field, and it is rarer still when the book remains a standard work for the balance of his lifetime”. In 1964, a considerably enlarged German edition was published.

scholarly journals Algorithmic management in a work context

2021 ◽  
Vol 8 (2) ◽  
pp. 205395172110203
Author(s):  
Mohammad Hossein Jarrahi ◽  
Gemma Newlands ◽  
Min Kyung Lee ◽  
Christine T. Wolf ◽  
Eliscia Kinder ◽  
...  
Keyword(s):  
Information Exchange ◽  
Rapid Development ◽  
Machine Learning Algorithms ◽  
Organizational Level ◽  
Future Research ◽  
Power Dynamics ◽  
Work Processes ◽  
Work Settings ◽  
Standard Work ◽  
Management Functions

The rapid development of machine-learning algorithms, which underpin contemporary artificial intelligence systems, has created new opportunities for the automation of work processes and management functions. While algorithmic management has been observed primarily within the platform-mediated gig economy, its transformative reach and consequences are also spreading to more standard work settings. Exploring algorithmic management as a sociotechnical concept, which reflects both technological infrastructures and organizational choices, we discuss how algorithmic management may influence existing power and social structures within organizations. We identify three key issues. First, we explore how algorithmic management shapes pre-existing power dynamics between workers and managers. Second, we discuss how algorithmic management demands new roles and competencies while also fostering oppositional attitudes toward algorithms. Third, we explain how algorithmic management impacts knowledge and information exchange within an organization, unpacking the concept of opacity on both a technical and organizational level. We conclude by situating this piece in broader discussions on the future of work, accountability, and identifying future research steps.

THE RECEPTIONS OF ELIE HALEVY’SLA FORMATION DU RADICALISME PHILOSOPHIQUEIN ENGLAND AND FRANCE

2014 ◽  
Vol 12 (1) ◽  
pp. 197-218 ◽  
Author(s):  
GREG CONTI ◽  
CHERYL WELCH
Keyword(s):  
Necessary Condition ◽  
Standard Work ◽  
Hayden White ◽  
Literary Classics ◽  
History And Theory

That Elie Halévy'sThe Growth of Philosophical Radicalismis a classic text of history and theory is a judgment repeated too often to be in doubt. But what makes it a classic? The most obvious sign—that it is widely recommended as a standard work in its field generations after its publication—raises the question of why and how a text becomes a leading work or “master” piece. Literary classics are sometimes said to fuse style, substance, and significance in a mysterious alchemy that continues to stimulate thought beyond the original context. Similarly, discussions of historical works that enlarge the imagination sometimes center on the literary qualities of these texts. Most famously, Hayden White dwells on their allegedly fruitful exploitation of a preexisting “linguistic protocol” such as tragedy or irony. White also notes, however, that a necessary condition for any work of history to resonate powerfully with its audience is that readers are subconsciously prepared to be moved by it.

scholarly journals Non-standard work and innovation: evidence from European industries

2021 ◽  
pp. 1-29
Author(s):  
Jelena Reljic ◽  
Armanda Cetrulo ◽  
Valeria Cirillo ◽  
Andrea Coveri
Keyword(s):  
Standard Work

Abstract 202: Door-to-needle-time at 20 Minutes is Feasible and Safe

Stroke ◽  
2014 ◽  
Vol 45 (suppl_1) ◽  
Author(s):  
Sille M Henriksen ◽  
Lise L Jeppesen ◽  
Anders Christensen ◽  
Hanne K Christensen
Keyword(s):  
Acute Stroke ◽  
Median Time ◽  
Onset Time ◽  
Trauma Team ◽  
Bleeding Complications ◽  
Time Of Arrival ◽  
Standard Work ◽  
Registration Period ◽  
Significant Difference ◽  
Set Up

Background: Effect size of intravenous fibrinolysis in acute stroke depends on time to treatment, while safety depends on a systematic identification of risk factors for bleeding complications. Fibrinolysis is in Denmark the treatment with most potential of modifying outcome in acute stroke patients both in a quantitative and qualitative perspective. We initiated a quality project aiming at reducing our median door-to-needle-time (DTN). The aim of this study was to obtain median DTN below 20 minutes accepting no increase in bleeding complications. Method: A team including neurologist, radiologist, stroke nurse and radiographer set up a structured patient admission process based on trauma team principles and experience with fibrinolysis. The team has immediate access to both CT and MRI; standard work up is CT + CTA. EMS informs of patients with likely symptoms of acute stroke and the patient is received by the team in a dedicated room. During a 3-month registration period from March to June 2013 an external person registered all cases of acute stroke evaluation. The registration covered time of symptom onset, time of arrival, needle time or decision of no thrombolysis and the distribution of the time used e.g. for blood sampling or CT. For comparison, data from our institution in 2012 was used. Results: A total of 157 patients were evaluated and 148 patients were registered; nine patients (5,7%) missed time registration, however no significant difference in thrombolysis ratio was found between the missing and registered group (p=0,473). Patients had a median age of 67 years and 53,4% was male. Forty-seven patients (31,8%) received fibrinolysis. The overall median time is 16 minutes 58 seconds. For patients receiving fibrinolysis, the DNT was 20 minutes 58 seconds and for patients not receiving treatment the median time to desiscion was 15 minutes 50 seconds. No symptomatic intracranial hemorrhages or other significant bleeding complications occured during the study period. Median DTN in 2012 was 49 minutes. Costs were neutral. Conclusion: DTN time can be reduced to 20 minutes by organizational interventions with no apparent effect on safety. NNT is reduced by 1 with every 20 minutes reduction in DTN so this intervention is likely to be highly clinically significant.

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