From: Exploring types of focused factories in hospital care: a multiple case study
Focus Domain | Product domain | Process domain | Product-Process domain |
---|---|---|---|
Degrees of focus | Â | Â | Â |
Product focus | 50-100 | 0-50 | 50-100 |
Process focus | 0-50 | 50-100 | 50-100 |
Units | 7,9 | 14,15,16,17,18 | 1,2,3,4,5,6,8,10,11,12,13 |
Organizational context | Â | Â | Â |
Operations strategy (focusing decisions) | No clear operations strategy | Strategy aimed at high efficiency and short lead times | Strategy aimed at efficiency and/or timeliness |
Standardized procedures | No | Yes | Yes |
Dedicated lay-out | Activities grouped in one location | Layouts adapted to minimize distances and delays | Layouts adapted to enable more efficient ways of treating patients (e.g. group rehabilitation). Distances are minimized |
Planning routines | Planning routines differed per MD | Most units showed one stop shop arrangements for diagnostics and preoperative assessments Planning routines were both centralized and decentralized | More or less standardized |
Team composition | Frequent changes in team composition | Most units showed frequent changes in team composition. Two units showed stable team compositions | Frequent changes in team composition |