Operational Integration in Health Care versus Mass Production
Abstract
Purpose: Operational integration has been studied by several authors. However, still there are many research questions to be raised.
Methodology/Approach: Two value chains have been studied within two different sectors: the health sector and the car component industry (mass producer). The research methodology is based on semi-structured interviews with selected persons from different levels within the organizations. The data was transcribed, coded and further analyzed to find enablers or disablers to operational integration in both sectors.
Findings: From this study, factors such as management commitment, co-location, and job-rotation can be seen as contributing factors in both organizations. Both experience disablers such as working as functional silos and little alignment of overall goals. Differences are seen in the greater use of job rotation within health care, while the mass producer had more mechanisms to facilitate working in cross functional teams.
Practical implication: This paper presents empirical findings of success factors and pitfalls for operational integration within the value chain of two different types of organizations. Based on this mapping, recommendations on how to achieve better operational integration will be presented.
Originality/Value of paper: The research initiative provides knowledge experiences from operational integration in two different Norwegian organizations representing two different sectors.
References
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Stank, T.P., Keller, S.B. and Daugherty, P.J., 2001. Supply chain collaboration and logistical service performance. Journal of Business Logistics, 22(1), pp.29-48.
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Yin, R.K., 2009. Case Study Research, Design and Methods. Sage Publications Inc.
Barratt, M. and Barratt, R., 2011. Exploring internal and external supply chain linkages: Evidence from the field. Journal of Operations Management, 29, pp.514-528.
Basnet, C. & Wisner, J., 2012. Nurturing Internal Supply Chain Integration. Operations and Supply Chain Management, 5, pp.27-41.
Bititci, U., Cocca, P. and Ates, A., 2015. Impact of visual performance management systems on the performance management practices of organisations. International Journal of Production Research, 54(6), pp.1-23.
Bowersox, D.J., Closs, D.J. and Stank, T.P., 1999. 21st century logistics: making supply chain integration a reality. Michigan State University, Council of Logistics Management.
Braunscheidel, M. J., Suresh, N. C. and Boisnier, A. D. 2010. Investigating the impact of organizational culture on supply chain integration. Human Resource Management, 49(5), pp.883-911.
Cao, N., Zhang, Z., To, K.M. and Ng, K.P., 2008. How are supply chains coordinated?: An empirical observation in textile-apparel businesses. Journal of fashion marketing and management, 12(3), pp.384-397.
Chen, H., Daugherty, P.J. and Landry, T.D., 2009. Supply chain process integration: a theoretical framework. Journal of Business Logistics, 30(2), pp.27-46.
Childerhouse, P. and Towill, D. R. 2011. Arcs of supply chain integration. International Journal of Production Research, 49(24), pp.7441-7468.
Dahlgaard, J.J., Pettersen, J. and Dahlgaard-Park, S.M., 2011. Quality and lean health care: A system for assessing and improving the health of healthcare organisations. Total Quality Management & Business Excellence, 22(6), pp.673-689.
Daugherty, P.J., Ellinger, A. E. and Gustin, C.M., 1996. Integrated logistics: achieving logistics performance improvements. Supply Chain Management: An International Journal, 1(3), pp.25-33.
Davenport, T.H., Harris, J.G. and Cantrell, S., 2004. Enterprise systems and ongoing process change. Business Process Management Journal, 10(1), pp.16-26.
Derlet, R. W. and Richards, J. R. 2000. Overcrowding in the nation’s emergency departments: complex causes and disturbing effects. Annals of emergency medicine, 35(1), pp.63-68.
Eisenhardt, K.M. and Graebner, M.E., 2007. Theory Building from Cases: Opportunities and Challenges. The Academy of Management Journal, 50(1), pp.25-32.
Ellinger, A.E., Keller, S.B. and Hansen, J.D., 2006. Bridging the divide between logistics and marketing: facilitating collaborative behavior. Journal of business logistics, 27(2), pp.1-27.
Fawcett, S.E. and Magnan, G.M., 2002. The rhetoric and reality of supply chain integration. International Journal of Physical Distribution & Logistics Management, 32(5), 339-361.
Frohlich, M.T. and Westbrook, R., 2001. Arcs of integration: an international study of supply chain strategies. Journal of Operations Management, 19(2), pp.185-200.
Galbraith, J. R., 2011. The star model. [pdf] Retrieved from http://www.
jaygalbraith.com/pdfs/Star Model.pdf.
Gattiker, T.F., 2007. Enterprise resource planning (ERP) systems and the manufacturing–marketing interface: an information-processing theory view. International Journal of Production Research, 45(13), pp.2895-2917.
Glouberman, S. and Mintzberg, H., 2001. Managing the care of health and the cure of disease--Part II: Integration. Health Care Management Review, 26(1), pp.56-69.
Griffin, A. and Hauser, J.R., 1996. Integrating R&D and marketing: a review and analysis of the literature. Journal of product innovation management, 13(3), pp.191-215.
Hayes, R.H. and Wheelwright, S.C., 1984. Restoring our competitive edge: competing through manufacturing, New York, NY: John Wiley & Sons.
Hoot, N.R. and Aronsky, D., 2008. Systematic review of emergency department crowding: causes, effects, and solutions. Annals of emergency medicine, 52(2), pp.126-136.e1.
Jovane, F., Koren, Y. and Boër, C.R., 2003. Present and Future of Flexible Automation: Towards New Paradigms. CIRP Annals - Manufacturing Technology, 52(2), pp.543-560.
Kahn, K.B., 1996. Interdepartmental integration: a definition with implications for product development performance. Journal of product innovation management, 13(2), pp.137-151.
Karlsson, C., 2009. Researching Operations Management, Taylor & Francis.
Kvale, S., 1997. Det kvalitative forskningsintervju. Oslo: Ad Notam Gyldendahl.
Kymal, C., 2004. The ISO/TS 16949 Implementation Guide: Gaining Value from Your ISO/TS 16949 Implementation, Paton Professional.
Mainz, J., 1995. Problem identification and quality assessment in health care. Theory, methods, results. København: Munksgaard.
Malone, T.W. and Crowston, K., 1994. The interdisciplinary study of coordination. ACM Computing Surveys, 26(1), pp.87-119.
Mazzocato, P., Holden, R.J., Brommels, M., Aronsson, H., Bäckman, U., Elg, M. and Thor, J., 2012. How does lean work in emergency care? A case study of a lean-inspired intervention at the Astrid Lindgren Children's hospital, Stockholm, Sweden. BMC Health Services Research, 12(28), pp.1-13.
Mentzer, J.T., 2004. Fundamentals of supply chain management: twelve drivers of competitive advantage, Sage publications.
Morash, E.A. and Clinton, S.R., 1998. Supply chain integration: customer value through collaborative closeness versus operational excellence. Journal of Marketing Theory and Practice, 6(4), pp.104-120.
Muckstadt, J.A., Murray, D.H., Rappold, J.A. and Collins, D.E., 2001. Guidelines for Collaborative Supply Chain System Design and Operation. Information Systems Frontiers, 3(4), pp.427-427.
Nabavizadeh, R., Momeni, M. and Saidi, S. S. 2013. The Impact of Aligned Rewards and Senior Manager Attitudes on Conflict and Collaboration between Sales and Marketing in JahanBehbood Pharmaceutical Co. International Research Journal of Applied and Basic Sciences, 5(6), pp.756-761.
Netland, T.H., Knutstad, G., Buvik, M. and Skjelstad, L., 2008. The New Importance Of Socio-Technical Systems Research On High-Tech Production Systems. Paper submitted to HOPS, Lausanne, Switzerland.
Nonaka, I., 1994. A dynamic theory of organizational knowledge creation. Organization science, 5(1), pp.14-37.
Pagell, M., 2004. Understanding the factors that enable and inhibit the integration of operations, purchasing and logistics. Journal of Operations Management, 22(5), pp.459-487.
Porter, M.E., 1985. Competitive advantage: creating and sustaining superior performance. New York: Free Press.
Preston, C., Cheater, F., Baker, R. and Hearnshaw, H., 1999. Left in limbo: patients' views on care across the primary/secondary interface. Quality in Health Care, 8(1), pp.16-21.
Seim, A.R., 2009. Process Analysis and Monitoring in Complex Perioperative Environments: Health Operations Management. Ph. D. Norwegian University of Science and Technology.
Shub, A.N. and Stonebraker, P.W., 2009. The human impact on supply chains: evaluating the importance of “soft” areas on integration and performance. Supply Chain Management: An International Journal, 14(1), pp.31-40.
Simatupang, T.M. and Sridharan, R., 2002. The collaborative supply chain. The International Journal of Logistics Management, 13(1), pp.15-30.
Stank, T.P., Keller, S.B. and Daugherty, P.J., 2001. Supply chain collaboration and logistical service performance. Journal of Business Logistics, 22(1), pp.29-48.
Stock, G.N., Greis, N.P. and Kasarda, J.D., 1999. Logistics, strategy and structure: a conceptual framework. International Journal of Physical Distribution & Logistics Management, 29(4), pp.224-239.
Tjora, A. 2011. Kvalitative forskningsmetoder i praksis. Gyldendal Akademisk.
Turkulainen, V., 2008. Managing cross-functional interdependencies-the contingent value of integration. Ph. D., Teknillinen korkeakoulu.
Turkulainen, V. and Ketokivi, M., 2012. Cross-functional integration and performance: what are the real benefits? International Journal of Operations & Production Management, 32(4), pp.447-467.
Van Hoek, R.I. and Mitchell, A., 2006. The challenge of internal misalignment. International Journal of Logistics, 9(3), pp.269-281.
Wheelwright, S.C., 1992. Revolutionizing product development: quantum leaps in speed, efficiency, and quality. Simon and Schuster.
Yin, R.K., 2009. Case Study Research, Design and Methods. Sage Publications Inc.
Authors
Gamme, I. A. Øygarden, & Berg, G. (2016). Operational Integration in Health Care versus Mass Production. Quality Innovation Prosperity, 20(1), 1–17. https://doi.org/10.12776/qip.v20i1.658
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