نوع مقاله : مقاله مروری نقلی

نویسندگان

1 دانشیار، مدیریت و برنامه ریزی آموزشی، مرکز تحقیقات مدیریت سلامت و اقتصاد، دانشکده مدیریت و اطلاعات پزشکی، دانشگاه علوم پزشکی اصفهان، اصفهان، ایران

2 استادیار، مدیریت خدمات بهداشتی درمانی، مرکز علوم بهداشتی، دانشگاه علوم پزشکی مشهد، مشهد، ایران

3 دانشجوی کارشناسی ارشد، کمیته تحقیقات دانشجویی، مدیریت خدمات مراقبت های بهداشتی، دانشکده مدیریت و پزشکی اطلاعات، دانشگاه علوم پزشکی اصفهان، اصفهان، ایران (نویسنده مسئول) ایمیل: aram9147@yahoo.com

چکیده

تغییرات روزافزون محیط و پیشرفت سریع تکنولوژی، تطابق سازمان‌های بهداشتی و درمانی را در جهت ایجاد تغییرات مناسب، الزامی ساخته است. در قلمرویی مانند بهداشت و درمان، تیم درمان ملزم به تبعیت از قوانین و دستورالعمل‌های زیادی هستند که این امر منجر به کاهش آزادی عمل، نداشتن قدرت و اختیار کافی برای سازمان‌دهی مجدد فرایندها و حذف فعالیت‌های بدون ارزش افزوده توسط آن‌ها می‌شود. اصول انعطاف پذیر مدیریت فرایند کسب و کار (BPM یاBusiness process management) راهکاری است که در حال حاضر در بسیاری از کشورهای پیشرفته با موفقیت به کار گرفته می‌شود. مدیریت فرایند کسب و کار، شامل شناسایی وضعیت موجود فرایندها، مدل‌سازی آن‌ها و تعیین تأثیر مدیریت فرایندها پس از اجرای اصلاحات می‌باشد. این رویکرد، که در بسیاری متون با عنوان موج سوم اصلاحات فرایند معرفی شده است، با هدف رفع مشکلات روش‌های پیشین و با در نظر گرفتن محدودیت‌های بودجه و الزامات قانونی موجود، بیانگر روشی قابل اجرا در سازمان‌ها می‌باشد. مدیریت فرایند کسب و کار، با در نظر گرفتن گام‌های ضروری برای انجام کار، یکپارچه‌سازی آن‌ها و حذف فعالیت‌های بدون ارزش افزوده، سعی در افزایش انعطاف پذیری، کیفیت و سرعت انجام فرایندها دارد. این رویکرد در سازمان‌های بهداشتی و درمانی، با به کارگیری نرم‌افزار BPMs (Business process management suite) و از طریق یکپارچه‌سازی پرونده‌ی الکترونیک بیمار (EHR یا Electronic health record)، دستورالعمل‌ها (Guidelines) و سیستم اطلاعات بیمارستان (HIS یا Health information system) به اهداف خود دست می‌یابد. در این مقاله، پس از شرح تاریخچه‌ی مختصری بر روند فرایندگرایی، رویکرد مدیریت فرایند کسب و کار، اهداف و حوزه‌های مداخله‌ی آن در سازمان‌های بهداشتی و درمانی شرح داده شده است.

کلیدواژه‌ها

عنوان مقاله [English]

Business Process Management Approach in Healthcare Organizations*

نویسندگان [English]

  • Mohammad Hossein Yarmohammadian 1
  • Hossein Ebrahimipour 2
  • Farzaneh Dousty 3

1 Associate Professor, Management and Educational Planning, Health Management and Economic Research Center, School of Management and Medical Information, Isfahan University of Medical Science, Isfahan, Iran

2 Assistant Professor, Health Care Services Management, Health Sciences Center, Mashhad University of Medical Science, Mashhad, Iran

3 MSc Student, Student Research Committee, Health Care Services Management, School of Management and Medical Information, Isfahan University of Medical Sciences, Isfahan, Iran (Corresponding Author) Email: aram9147@yahoo.com

چکیده [English]

Ever environmental changing and the rapid advancement of technology has forced the health care
organizations to accommodate in line with appropriate changes. In sectors like healthcare, there are many
legal restriction and clinical guidelines that practitioner have to comply with. Therefore, these features
lead to less freedom and authority to free core business process from non-value adding activities and
reengineering of process for practitioners. Nowadays, flexible principle of business process management
(BPM) is a strategy that successfully applies in many developed countries. BPM includes identifying the
current status of processes, modeling and determine effects of process’s reforms implementation. In many
contexts, this approach has been introduced as the third wave of reforms that is the effective method, and
its aims are to eliminate previous methods defects and considering budget constraints and the legal
requirements. Through focusing on essential steps of process, integration and eliminating the non-value
added steps, BPM provides the possibility of increasing the flexibility, quality and speed of processes. In
healthcare organizations, employing BPM, via integration of electronic health record (HER) and hospital
information system (HIS), and guidelines, meet the above mentioned aims. In this paper, after brief
description of process-oriented trend history, we introduced the BPM approach, and its aims and
intervention scopes in healthcare organizations were described

کلیدواژه‌ها [English]

  • Electronic Health Records
  • Health Information Systems
  • Hospital Administration
1. Dousty F. The investigating of barrier and challenges to implementation of Business Process Management in
healthcare institutions. Proceedings of the 6th Congress of Clinical Microbiology and the International Congress
of Clinical Microbiology; 2012 Oct 2-4; Mashhad, Iran; 2012. [In Persian].
2. Isaksson R. Total quality management for sustainable development: Process based system models. Business
Process Management Journal 2006; 12(5): 632-45.
3. Mutschler B, Reichert M, Bumiller J. Unleashing the Effectiveness of Process-oriented Information Systems:
Problem Analysis, Critical Success Factors and Implications. IEEE Transactions on Systems, Man, and
Cybernetics (Part C) 2008; 38(3): 280-91.
4. Radhakrishnan A, Zu X, Grover V. A process-oriented perspective on differential business value creation by
information technology: An empirical investigation. Omega 2008; 36(6): 1105-25.
5. Nykänen O, Salonen J, Markkula M, Ranta P, Rokala M, Helminen M, et al. What do information reuse and
automated processing require in engineering design? Semantic process. Journal of Industrial Engineering and
Management 2011; 4(4): 669-698.
6. Ojanen V, Hatinen L, Kärri T, Kässi T, Tuominen M. Flexible Investment Planning and Collaborative
Maintenance Management. Asset Management 2012; 65-77.
7. Yi F, Purao S, Clark S, Raghuram S. Surfacing Automation Criteria: A Process Architecture Approach. AMCIS
2009 Proceedings 2009; 107.
8. Diasio S, Bakici T. A process view of open innovation. Management 2010; 24(510): 521-2.
9. Dousty F, Yarmohammadian M, Mohammadinia L. Business Process Management: The third wave of quality
improvement methods in healthcare. Proceedings of the Yeditepe International Research Conference on Business
Strategies Conference; 2012 Jun 13-15; Istanbul, Turkey; 2012. [In Persian].
10. Dreiling A. Business Process Management and Semantic Interoperability. In: Brocke JV, Editor. Handbook on
Business Process Management. New York, NY: Springer; 2010. p. 497-512.
11. Grayson K. Value Stream Analysis in Quality Management. In: Ruggeri F, Kenett R, Kenett RS, Faltin FW,
Editors. Encyclopedia of Statistics in Quality and Reliability. New Jersey, NJ: John Wiley; 2008.
12.Weske M. Business Process Management Architectures. New York, NY: Springer; 2012.
13. van der Aalst WM, ter Hofstede AH, Weske M. Business Process Management: A Survey [Online]. 2003;
Available from: URL: http://dl.acm.org/citation.cfm?id=1761143&CFID=278214168&CFTOKEN=48830510/                          14. Stilou S, Bamidis PD, Maglaveras N, Pappas C. Mining association rules from clinical databases: an intelligent
diagnostic process in healthcare. Stud Health Technol Inform 2001; 84(Pt 2): 1399-403.
15. Hepp M, Leymann F, Domingue J, Wahler A, Fensel D. Semantic business process management: A vision
towards using semantic web services for business process management. Proceedings of the IEEE International
Conference on e-Business Engineering; 2005 Oct 18-21; Beijing, China; 2005.
16. Dousty F, Yarmohammadian M. Risk management and reduction human error using Business process
management in healthcare organizations. Proceedings of the National Congress on Health System Risk
Management and Disasters; 2012 Feb 28; Isfahan, Iran; 2012. [In Persian].
17. Anyanwu K, Sheth A, Cardoso J, Miller J, Kochut K. Healthcare enterprise process development and integration.
Journal of Research and Practice in Information Technology 2003; 35(2): 83-98.
18. Hallerbach A, Bauer T, Reichert M. Capturing variability in business process models: the Provop approach.
Journal of Software Maintenance and Evolution 2010; 22(6-7): 519-46.
19. Dang J, Hedayati A, Hampel K, Toklu C. An ontological knowledge framework for adaptive medical workflow. J
Biomed Inform 2008; 41(5): 829-36.
20. Dixon-Woods M, Cavers D, Agarwal S, Annandale E, Arthur A, Harvey J, et al. Conducting a critical
interpretive synthesis of the literature on access to healthcare by vulnerable groups. BMC Medical Research
Methodology 2006, 6:35 2006; 6(1): 35.
21. Pourshahid AR, Amyot D, Peyton L, Ghanavati S, Chen P, Weiss M, et al. Business process management with
the user requirements notation. Electronic Commerce Research 2009; 9(4): 269-316.
22. Hall GM. How to Write a Paper. 3rd ed. London, UK: BMJ Publishing Group; 2003.
23. Harrington HJ. Business Process Improvement: The Breakthrough Strategy for Total Quality, Productivity, and
Competitiveness. New York, NY: McGraw-Hill; 2011.
24. Khan Z, Bali RK, Wickramasinghe N. Developing a BPI framework and PAM for SMEs. Industrial Management
& Data Systems 2007; 107(3): 345-60.
25. Bruin T, Doebeli G. An organizational approach to BPM: the experience of an Australian transport provider. In:
vom Brocke J, Editor. Handbook on Business Process Management. New York, NY: Springer; 2010. p. 559-77.
26. Ahire SL, Golhar DY, Waller MA. Development and Validation of TQM Implementation Constructs. Decision
Sciences 1996; 27(1): 23-56.
27. Hellsten U, Klefsjö B. TQM as a management system consisting of values, techniques and tools. The TQM
Magazine 2000; 12(4): 238-77.
28. Yusof SM, Aspinwall E. TQM implementation issues: review and case study. International Journal of Operations
& Production Management, 2000; 20(6): 634-55.
29. Al-Mashari M. A Process Change-Oriented Model for ERP Application. International Journal Of Human-
Computer Interaction 2003; 16(1): 39-55.
30. Glassey O. A case study on process modelling - Three questions and three techniques. Decision Support Systems
archive 2008; 44(4): 842-53.
31. Martín A, Cechich A. Identifying cognitive aspects to improve business process reengineering [Online]. 2004;
Available from: URL: http://biblioteca.universia.net/html_bura/ficha/params/title/identifying-cognitive-aspectsto-
improve-business-process-reengineering/id/55852830.html/
32. Attaran M. Exploring the relationship between information technology and business process reengineering.
Information and Management 2004; 41(5): 585-96.
33. Lockamy A, McCormack K. The development of a supply chain management process maturity model using the
concepts of business process orientation. Supply Chain Management: An International Journal 2004; 9(4): 272-8.
34. Gunasekaran A, Kobu B. Modelling and analysis of business reengineering. International Journal of Production
Research 2002; 40(11): 2521-46.
35. Srivardhana T, Pawlowski SD. ERP systems as an enabler of sustained business process innovation: A
knowledge-based view. The Journal of Strategic Information Systems 2007; 16(1): 51-69.
36. Leymann F, Roller D, Schmidt MT. Web services and business process management. IBM systems Journal 2002;
41(2): 198-211.
37. Lakshmanan GT, Keyser P, Slominski A, Curbera F, Khalaf R. A business centric end-to-end monitoring
approach for service composites. Proceedings of the IEEE International Conference on e-Business Engineering;
2005 Oct 18-21; Beijing, China; 2005.
38. Hill JB, Cantara M, Kerremans M, Plummer DC. Magic Quadrant for Business Process Management Suites. In:
Hill JB, Cantara M, Deitert E, Kerremans M, Editors. Gartner's Magic Quadrant for Business Process
Management Suites. New York, NY: Gartner Inc; 2009.                                                                                                              39. Vollmer K. The Forrester Wave™: Integration-Centric Business Process Management Suites, Q4 2008 [Online].
2008 [cited 2008 Oct 6]; Available from: URL: www.forrester.com/go?objectid=RES44819/
40. Sinur J, Hill JB. Magic Quadrant for business process management suites [Online]. 2008 [cited 2008 Oct 18];
Available from: URL:
http://wwwimages.adobe.com/www.adobe.com/content/dam/Adobe/en/enterprise/pdfs/magic-quadrant-forbusiness-
process-management-suites.pdf/
41. Lim ET, Pan SL, Tan CW. Managing user acceptance towards enterprise resource planning (ERP) systems:
understanding the dissonance between user expectations and managerial policies. European Journal of
Information Systems 2005; 14(2): 135-49.
42.Mulyar N, Pesic M, van der Aalst WM, Peleg M. Declarative and Procedural Approaches for Modelling Clinical
Guidelines: Addressing Flexibility Issues. In: ter Hofstede AH, Benatallah B, Paik HY, Editors. PM Writing
Workshops. Southbank, Australia: Thomas Nelson Australia Pty; 2007.
43. El-Hassan O, Fiadeiro JL, Heckel R. Managing Socio-technical Interactions in Healthcare Systems [Online].
2007; Available from: URL: http://www.researchgate.net/publication/221586017_Managing_Sociotechnical_
Interactions_in_Healthcare_Systems/
44. Peleg M, Soffer P, Ghattas J. Mining Process Execution and Outcomes [Online]. 2007; Available from:
URL:http://citeseerx.ist.psu.edu/viewdoc/summary?doi=10.1.1.95.4315/
45. Ghattas J, Soffer P, Peleg M. Learning business process models: a case study. Proceedings of the 5th
International Conference on Business Process Management; 2007 Sep 24-28; Brisbane, Australia; 2007.
46. Grigori D, Casati F, Castellanos M, Dayal U, Sayal M, Shan MC. Business process intelligence. Computers in
Industry 2004; 53(3): 321-43.
47. Blobel B. Authorisation and access control for electronic health record systems. Int J Med Inform 2004; 73(3):
251-7.
48. Chen P. Goal-oriented Business Process Monitoring: An Approach Based on User Requirement Notation
Combined with Business Intelligence and Web Services. Ottawa, ON: Carleton University (Canada); 2008.