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Maasstad hospital - Coggle Diagram
Maasstad hospital
4 V's (5)
Variety
Burn-, dialyse-, oncologic-, robot expertise,- vascular-, barratry-, heart-, rheumatologist-, IVF centers and an intensive care
Variation
The amount of demand flucuates, this has to do with the seasons, time of day, holidays or for example when a epidemic happens
Volume
600 beds, 450.000 patients visit the policlinics every year
Variability
Each patient and case are different and this means customization has to happen every time
Visibility has to be high
Core Processes
Customer relation process
Emergency, check up, prevention
Order fulfillment process
Sceduled care
Emergency care
Product and service development process
Robotisation, automation, innovative medicines and software
Supplier relation process
FM services: Catering, cleaning, security etc.
Servuction
Processes
There a lots of rules, policies and procedures which are fully dedicated to giving the patient the best care and experience as possible
Staff
The staff in a hospital is very important, they will make or break the experience a patient will have
Physical enviornment
It is important to feel safe, clean and comfortable in a hospital setting
Other customers
Because a hospital fully functions for customers this can have an effect from patient to patient
Process Layout Type
Fixed Position Layout
Cell Layout
Process Layout
Types of operation
Customer Processing Operation (CPO)
Every patient/case is different so should be looked at indiviually
Heterogeneity
Simultaneity
Services
Intangibility
A different service is provided everytime
Perishability
Time variying, depends on each patient
Information Processing Operations (IPO)
They make use of ''Mijn Maasstad Ziekenhuis'' in which patients can find all their medical information and appointments.
Competitive criteria
OW and OQ
Order Winners
Volume, transparancy, lots of different departments, quality and safety.
Order Qualifiers
Waitlists, cooperation, Zorgboulevard, special burn department, robot expertcentrum, broad network with other hospitals.
Internal Performance Objectives
Cost
A hospital is not about making profit.
They get their money from the government, insurance companies and donors.
Speed
They obviously want to help as fast as possible, but quality is also very important, which can take time
Dependability
A patient ineeds to be able to depend on the hospital, trust is very important
Flexibility
Every case is different which makes the service very unpredictable
Quality
The mission of the hospital: To expand the quality of their patients lives.
B2C
Patients
B2B
Government, Insurance, medicine and staff
Service life cycles
Growth
functional specialists are working in the hospital
Maturity
assuring consistent service standards across the entire hospital
Organisational form
Hybrid (mix of several organizational forms)
Functional: Marketing, finance, HR etc.
Conglomera: Different departments of health (Fysio, Burnunit, cancer etc.)
Market Structure
Oligopoly
There is more than one provider and yet the number of providers is limited and there are barriers to new providers.
Process types
Lean production
Customer focused, and eliminating waste/unnecessary services