Activiti framework, 181, 183–185
Activity, 28
Ambulatory Elective Care Service, 64
Activiti framework, 181, 183
categorized and prioritized waiting lists, 177, 178
centralized information system, 177
decomposition, 172–175
demand analysis process, 172
first-in first-out approach, 172
graphical interfaces, 184–187
interconsultations, 169, 170, 174
leverage factors, 180
medical check-ups, 169
MWT expiration, 179–180
new patient scheduling decomposition, 174, 176
opportunity of attention, 172
outpatient waiting lists problem, 171
Principle of Data Persistence, 188–189
priority factor, 180–181
priority score, 179
prototype, 189–190
Spring framework, 188
waiting function, 181, 182
Western Canada Waiting List Project, 171
Analytics
analytics 1.0, 15
analytics 2.0, 15–16
analytics 3.0, 16
assignment optimization models, 25–26
data-based analytics, 18–24
forecasting/extrapolation, 14
new Value Stream, 17–18
optimization models, 14
predictive models, 14, 17
prescriptive models, 17
statistical analysis, 14
Assignment optimization models, 25–26
Association, 29
Basic positioning strategies, 10
Bed Management Service, 65
Best product, 1, 10
Binary Decision Trees, 19–20
BPMN 2.0 Activiti, 184, 185
Business design
business intelligence, 14–26
business model, 11–13
process modeling, 26–32
strategy, 9–11
Business intelligence (BI)
advanced analytics, 14
analytics
analytics 1.0, 15
analytics 2.0, 15–16
analytics 3.0, 16
assignment optimization models, 25–26
data-based analytics, 18–24
forecasting/extrapolation, 14
new Value Stream, 17–18
optimization models, 14
predictive models, 14, 17
prescriptive models, 17
statistical analysis, 14
Business model
Apple, 12
eBay, 11–12
economic evaluation, 11
Google, 12
Grupo Multiasistencia, 12
key resources and processes, 13
logical history, 11
profit formula, 13
value proposal, 13
Business patterns
analytics, 45
analytics-based models, 47
capability, 45
client’s knowledge-based selling, 45–46
creation of new streams of service, 50
demand, 45
internal learning for process improvement, 47–49
optimum resource usage, 49–52
performance evaluation, 50
product innovation, 50
Value Stream, 46
Business Process Management Notation (BPMN)
activity, 27
boxes, 29–30
connecting objects, 28
events, 27
gateway, 27–28
hierarchical decomposition, 30–31
hierarchical modeling approach, 32
intelligent solutions, 31
lane, 29
pools, 29, 30
Business Process Management SuitsService Oriented Architecture (BPMS-SOA) technology, 201
Business service configuration and capacity design, 71–72
Capacity analysis, 66
Client’s knowledge-based selling, 45–46
Clustering algorithm, 18–19
Competitive advantage, 10
Data envelopment analysis (DEA), 21–22
advantages, 108
ambulatory patients’ prioritization, 116
AP model, 109, 112
bed management, 116
candidate variables, 116
diagnosis-related group, 110
explicative variables, 112, 113
operating room management, 116
potential for efficiency improvement, 114, 115
predictive models for chronic patients, 116
technical efficiency frontier, 107–108
variables definition, 111
variables statistics, 111
Data-based analytics
Binary Decision Trees, 19–20
data envelopment analysis, 21–22
k-Means algorithm, 19
machine learning, 21
neural network, 22–23
process intelligence, 20
process mining, 20
segmentation algorithm, 18–19
support vector regression, 23–24
Define correcting actions, 66
Delta model, 1–2
Demand analysis, 66
Demand Forecast and Analysis, 66
Diagnose Tests Service, 65
Diagnosis-related group (DRG), 110
Disruptive innovation, 34–36
Economics theory, 198
Emergency Medical Service, 64
Events, 28
First-in first-out (FIFO) approach, 172, 199
Gateway, 28–29
General Algebraic Modeling System (GAMS), 109
Google Web Toolkit (GWT), 184–185
Health care services
architecture patterns, 52–70
business patterns, 45–52
capabilities, 38
complex layered systems, 36–37
design levels, 70–73
design methodology, 73–78
disruptive innovation, 34–36
efficiency, 37
fairness, 37
intelligence structures, 39–44
interdisciplinary approach, 36
Porter’s proposal, 32–34
quality, 37, 38
value, 38
Health operating management process design
ambulatory patients, waiting list management (see Ambulatory Elective Care Service)
diabetes management in private hospital, 190–193
operating room scheduling (see Operating room scheduling)
patients at home, 193–196
Health service resource management process design. See Resource management process design
Health services business design
emergency service improvement, 92
positioning strategy, 90
requirements, 91
medical school service improvement, 95–97
patients at home, 93–95
private hospital
capabilities, 79–80
new service design, 80, 82
new Value Stream design, 82
service performance and use analysis, 80
strategy and business model, 79
public health business design
resource assignment, 82–87
strategic positioning, 88
subnetwork management, 87–89
value chain activity and performance analysis, 88
value chain improvement, 88, 90
Health services configuration and capacity design
operating room capacity and assignment, 120
average assignment and occupation, 131, 132
average patient care opportunity, 134, 135
block assignment, 119
capacity analysis design, 123–124
case scheduling, 119
demand analysis design, 118–119, 122
forecasting models, 127–129
ILP model, 121
maximum waiting time, 117, 130–131
percentage capacity assignment, 131, 132
simulation model, 132–134
waiting lists study, 125–126
weighted patient care opportunity, 135–137
private hospital
change management practices, 103
new capabilities development, 99–103
strategic planning, 99
resource assignment in public sector
allocative and scale efficiency, 107
data envelopment analysis analysis, 107–117
efficiency frontier, 108–109
innovation planning and budgeting, 104–105
multilevel architecture, 104, 105
projects organization and monitoring, 104
regular planning and budgeting, 104
suppliers processes, 106
technical efficiency, 107
Hibernate framework, 189
Hierarchical design approach, 197–198
Hierarchical top down approach, 72
Hospitalization Service, 64
Ibatis, 188–189
Information architecture, 3
Integer linear programming (ILP) model, 161
Integral solution to clients, 10
Intelligence structures, 39–44
Internal learning for process improvement, 47–49
Lane, 29
Machine learning, 21
Macroprocesses, 52–53
Mean Absolute Percentage Error (MAPE), 143
Mean Square Error (MSE), 143
Medical Appointments Service, 65
Medical school service improvement, 95–97
Medical Supplies Service, 65
Message flow, 29
Neural network, 22–23
Operating management processes design, 72
Operating room scheduling, 66–67, 165
available capacity analysis, 163–164
heuristic model, 162, 166, 167
integer linear programming (ILP) model, 161, 166
optimization techniques, 164
patients’ waiting list priority
BPMN diagram, 159
complexity, 159
maximum waiting times, 159, 161
quality index, 163
results and comparison, 168
system lane activity, 168
Operating Room Service, 65
Organization architecture, 3
Pattern recognition, 36
Principle of Data Persistence, 188–189
Problem-solving approach, 36
Procedures and Treatments Service, 65
Process architecture patterns, 3
enterprise architectures, 56
macroprocesses, 52–55
shared services (see Shared services process architecture pattern)
types, 54
Value Chains, 56
Process compliance, 20
Process flow analysis, 20
Process modeling, 27–32
Profit formula, 13
ProModel, 134
Resource management process design, 72
actual vs. adjusted demand, 141
attention time distributions, 147
average LOW, 152–153
base case and fast-track configurations, 152
capacity configuration management
BPMN, 154, 155
length of wait, 147–148, 151
simulation model, 150
confidence intervals, 152–154
demand analysis and management, 151
emergency service configurations
forecasted demand, 147
simulation model, 146–147
forecasting, 143, 144
historical data, 139, 141
illness severity distribution, 143, 145
medical demand, 142
patients’ arrival distribution, 146, 148
services lines for patients, 139, 140
simulation model, 146–147
surgical demand, 142
Resources scheduling, 67
Segmentation algorithm, 18–19
Sequence flow, 29
Service business design, 70–71
Service design methodology
business patterns implementation, 77–78
capabilities, 74, 75
detail design, 74
intelligence structure, 75–76
process architecture designs, 74
structures and patterns, 75
Value Stream, 74
Service Science, Management, and Engineering (SSME), 1
Services lines and internal services planning, 66
Shared services process architecture pattern
health network architectures, 67–70
hospital architecture, 58
demand analysis and management, 62, 65–66
internal shared services, 61, 64–65
new capabilities development, 59
operating room service, 63, 66–67
product innovation, 56
services lines for patients, 59, 60, 64
Value Chains, 59
Spring framework, 188
State Updating Service, 65
Statistical analysis, 14
Support Vector Regression (SVR), 23–24
Surgery scheduling, 67
Systemic lock-in, 1–2, 10
Systems architecture, 3
Technical architecture, 3
Value chain, 10
Value proposal, 13
Western Canada Waiting List Project, 171