Table 3 DCM MM for healthcare
From: Development of a maturity model for demand and capacity management in healthcare
Stage 1: Absent | Stage 2: Marginal | Stage 3: Standard | Stage 4: Class | Stage 5: Proactive | |
|---|---|---|---|---|---|
Meetings | 1.1 No meetings • Work done by single person | 1.2 Informal meetings • Sporadic scheduling • Silo meeting culture • No collaboration | 1.3 Formal meetings • Routine schedule • Spotty attendance • Primarily on executive level | 1.4 Formal meetings • Attendance and participation should be 100% • Employee engagement | 1.5 Event-driven meetings • Scheduled to consider a change or discuss a supply–demand imbalance • Collaborative meeting culture |
Processes | 2.1 Non formal processes • No formal planning • Operations attempts to meet incoming orders | 2.2 Disjointed processes • Separate demand plans • Capacity plans unaligned to demand plans • No consideration of patient flow | 2.3 Interfaced processes • Demand plans reconciled • Capacity plans somewhat aligned with demand plans • Some consideration of patient flows | 2.4 Integrated processes • Demand and capacity plans aligned • Limited external collaboration • Processes somewhat informed by patient flows | 2.5 Extended processes • Demand and supply plans aligned internally and externally • External collaboration • Processes focused on patient flows |
Information technology | 3.1 No technology enablement • Individual managers keep own spreadsheets • Non consolidation of information • No technical support | 3.2 Minimal technology enablement • Multiple spreadsheets • Some consolidation, but done manually | 3.3 Standalone application interface • Standalone multi facility advanced planning and scheduling (APS) for both demand and capacity • Systems interfaced unilaterally • Centralized information • Some external data available | 3.4 Applications integrated • Demand planning packages and capacity planning applications integrated • External information manually integrated • Some interface with administrative systems within organization | 3.5 Full set of integrated technologies • Advanced demand and capacity planning workbench • External-facing collaborative software integrated to internal demand –supply planning systems • Full interface with administrative systems within organization |
Management support | 4.1 No management support • Lack of support • No demand and capacity organization | 4.2 Sparse management support • Minimal support • A demand and capacity organization without authorities | 4.3 Some management support at some levels • Elementary • Executive monitoring • Formal demand and capacity organization | 4.4 Management support at several levels • Regular support • Executive participation • Compulsory educations | 4.5 Full management support at all levels • Proactive involvement • Demand and capacity planning is understood as a tool for optimizing the whole organization |
Organisational development | 5.1 No formal connection • No activities connected to demand- and capacity planning | 5.2 Ad hoc connections • Emerging activities | 5.3 Documented connection • Structured and repeatable activities • Bottlenecks as targets | 5.4 Integrated processes • Aligned and disciplined activities • Activities involving other parts of patient flows | 5.5 Agile approaches • Optimized and proactive activities • Activities focused on patient flows |
Mindset/culture | 6.1 “It´s impossible” • Focus on internal resources • Contradictions between patient focus and demand and capacity planning | 6.2 “It‘s complex” • Focus on how to optimize internal resources • Patient partly in focus | 6.3 “It’s complex but can be done” • Focus on capacity • Patient in focus | 6.4 “It’s possible” • Focus on demand and capacity • Parts of patient flows in focus | 6.5 “We can do this” • Solution-oriented • Patient flows in focus |