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Operations Management Project Ashray: Planning a Time-Constrained ProjectIn response to the uncontrollable second wave of COVID-19 in the south Indian state of Telangana in April 2021, a few like-minded social activists in the capital city of Hyderabad came together to establish a 100-bed medical care center to treat COVID-19 patients. The project was named Ashray. Dr. Chinnababu Sunkavalli (popularly known as Chinna) was the project manager of Project Ashray. In addition to the inherent inadequacy of hospital beds to accommodate the growing number of COVID- 19 patients till March 2021, the city faced a sudden spike of infections in April that worsened the situation. Consequently, the occupancy in government and private hospitals in Hyderabad increased by 485% and 311%, respectively, from March to April. According to a prediction model, Chinna knew that hospital beds would be exhausted in several parts of the city in the next few days. The Project Ashray team was concerned about the situation. The team met on April 26, 2021, to schedule the project to establish the medical care center within the next 10 days. The case is suitable for teaching students how to approach the scheduling problem of a time- constrained project systematically. It helps as a pedagogical aid in teaching management concepts such as project visualization, estimating project duration, float, and project laddering or activity splitting, and tools such as network diagrams, critical path method, and crashing. The case exposes students to a real-time problem-solving approach under uncertainty and crises and the critical role of NGOs in supporting the governments. Alongside the Project Management and Operations Management courses, other courses like Managerial decision-making in nonprofit organizations, Health care delivery, and healthcare operations could also find support from this case.
Learning Objectives:
To learn: Time-constrained projects and associated scheduling problems Project visualization using network diagrams Activity sequencing and converting sequential activities to parallel activities Critical path method (early start, early finish, late start, late finish, forward pass, backward pass, and float) to estimate a project's overall duration Project laddering to reduce the project duration wherever possible Project crashing using linear programming
Learn MorePublished: Jun 8, 2022₹399.00 -
Operations Management Technology Decision-Making in a Semi-Urban ICU: An Intensivist's Dilemma
Set in April 2017, this case centers around the digital technology dilemma facing the protagonist Dr. Vimohan, the chief intensivist of Prashant Hospital. The case describes the critical challenges afflicting the intensive care unit (ICU) of the hospital. It then follows Dr. Vimohan as he visits the Bengaluru headquarters of Cloudphysician Healthcare, a Tele-ICU provider. The visit leaves Dr. Vimohan wondering whether he can leverage the Tele-ICU solution to overcome the challenges at Prashant Hospital. He instinctively knew that he would need to use a combination of qualitative and quantitative analysis to resolve this dilemma.
Learning Objective
Learn MoreThe case study enables critical thinking and decision-making to address the business situation. Assessing the pros and cons of a potential technology solution, examining the readiness of an organization and devising a framework for effective stakeholder and change management are some of the key concepts. Associated tools include cost-benefit analysis, net present value (NPV) analysis, force-field analysis, and change-readiness assessment, in addition to a brief discussion on SWOT analysis.
Published: Jan 10, 2021₹399.00 -
Operations Management Tata Memorial Centre: Propagating Excellence in Clinical Operations
Evidence based medicine (EBM) requires a level of maturity in the processes, both clinical and non-clinical, which is gained typically over years through consistent deliberate efforts. It is argued that the role of clinical leadership is critical to this. In addition, challenges of implementing EBM are easiest to surmount in single location organizations but complicate considerably when there are multiple distributed locations. While EBM is gaining momentum in health care systems of more developed countries, examples of successful implementation are few in India. Indian institutions face the unique challenge of sorting through multiple bases of foreign evidence (differing guidelines in the UK and U.S.) in addition to domestic evidence covering interventions less frequently used outside of India. The Tata Memorial Centre (TMC) is a pioneer in cancer care and research in India. Over several decades, they have developed an indigenous approach to development and implementation of Evidence based medicine, which has catapulted them into leading cancer hospitals in the world. Set in March 2016, this case study describes TMC's journey thus far with particular emphasis on changes in organizational design as key enablers. TMC's next frontier is to propagate this model of clinical excellence to other cancer hospitals in India through the formation of National Cancer Grid. The key challenge confronting Dr. Rajendra Badwe, Director of TMC, is can these other hospitals accelerate their journey based on the learnings from TMC or whether they will have to customize their approach based on their own operating context. More broadly, which elements of TMC's clinical excellence model are replicable in other hospitals and what organizational changes would be required to implement them.
Learning Objective
Learn MoreTo demonstrate how a healthcare delivery organization makes organizational design changes and evaluate if it results in systematic improvement in management of its clinical processes and research capabilities of its faculty; To provide some insights on how to generate and implement evidence-based medicine in large organizations; To highlight the importance and inherent challenges of disseminating best practices across healthcare delivery organizations in the context of resource-limited settings.
Published: Jan 20, 2020₹399.00 -
Operations Management Aahan (A): Diagnosing Tuberculosis in Rural India
Manish Bhardwaj, co-founder of Innovators in Health, is contemplating setting up Aahan, a community based tuberculosis (TB) control program in rural India. The case describes TB diagnosis and treatment in the public and private healthcare sectors in India and the attendant challenges. A number of candidate interventions aimed at improving the existing system of healthcare delivery are presented at the end of the case, each one of which could form the core of Aahan. Students are encouraged to use operations management principles to quantify the potential public health benefits and costs of these interventions and prioritize them accordingly. Key concepts include process flow mapping, flow balance, Little's Law and selection of appropriate process measures based on the strategic objective of the process.
Learn MoreLearning Objective
1. Illustrate process analysis through a public health application: (i) Process flow diagrams, (ii) Quantifying performance with appropriate metrics, and (iii) Little's law; 2. Quantify the link between operational changes in healthcare delivery and health outcomes via operational interventions; 3. Sensitize students to the interdependence between the following aspects of healthcare delivery in a resource-limited setting: (i) Public and private systems, (ii) Prevention, diagnosis and treatment.
Published: Feb 15, 2013₹399.00
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