By Qinglian Lin
This ebook develops and assesses a decision-making version for source administration in advanced paintings structures in keeping with the “Systems Engineering” technique. It applies the Balanced Scorecard to the improvement of the factors method for decision-making, and employs fuzzy linguistics thought to guage the choices. extra, the e-book assesses the applying of this version in a sanatorium that has to make your mind up even if to outsource its sterile items. using the version opens up a various variety of fields for decision-making within the sector of advanced paintings systems.
Read Online or Download Analysis of Resource Management in Complex Work Systems: Using the Example of Sterile Goods Management in Hospitals PDF
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Additional info for Analysis of Resource Management in Complex Work Systems: Using the Example of Sterile Goods Management in Hospitals
6 steps to better decision making. , Blackmore, B. , Jacobsen, H. , & Pedersen, S. M. (2006). A model of decision-making and information flows for information-intensive agriculture. Agricultural System, 87, 192–210. Friedman, B. B. (1990). The four Cs of a successful central sterile supply—Operating room relationship. Hospital Materiel Management Quarterly, 12(2), 26–31. , & Goebel, M. (2002). Integrative concepts for the OR. Journal of Clinical Monitoring and Computing, 17(7–8), 489–490. , & Podtschaske, B.
Making decisions in complex domains, such as in health care systems, can be considered to be a function of the decision task itself, as well as the expertise of the decision maker (Kushniruk 2001). Decision makers continually face the difﬁcult task of balancing beneﬁts against costs, and the risks of realizing the beneﬁts (Phillips and Bana e Costa 2005). Making decisions is often complicated in health care, because of ambiguity of information, differing interpretations of the evidence, and the differing perspectives and backgrounds of decision makers (Kushniruk 2001).
2 provides an overview of this process and also indicates the nature of the work and the time required for each step. As previously noted, the exact arrangement, and thus the time allotted, must be adapted to the characteristics and situation for each company (Olve et al. 1999). 2 The step in the building process of balanced scorecard Step Description Procedure Suggested time 1 Deﬁne the industry, describe its development and the role of the company 1–2 months 2 Establish/conﬁrm the company’s vision 3 Establish the perspectives 4 Break the vision down according to each perspective and formulate overall strategic goals Identify critical factors for success Develop measures, identify causes and effects and establish a balance Establish the top level scorecard Interviews with as many people as possible.
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