About this Presentation
Hospitals in The Netherlands and elsewhere in western society are faced with the question of how the human compassionate aspect of care can be combined with efficiency. The environment includes the aging population, the rising demand for care, a looming staff shortage, the autonomy of the private specialist and the introduction of hospitals in the marketplace. In terms of healthcare, the answer to this problem lies in new organizational principles which are in line with ‘the process concept of an organization’. This process concept sees organizations not so much as vertical structures with top-down and bottom-up forces, but rather as horizontal processes of value creation at different levels: client process, work process and management process. This change affects the nature of leadership in hospitals. While previously leadership was mostly embedded in the vertical power structure and dependent on position, it is now increasingly having a crossroad function, whereby the interests of many stakeholders have to be met. Today's leadership is moving towards a dialogic, dynamic organizational process in which a great deal of change is affected. How does this horizontal leadership work, and how can it be used in such a way that processes of change and renewal lead to meaningful results? And how can leadership qualities be developed that turn horizontal leadership into a fruitful process of human and organizational development? In the period 2006 – 2009, the Maasstad Ziekenhuis hosptital in Rotterdam has tested these horizontal principles by means of the ’Methodology van de Evidential’ (Bekman) ’Theory of Constraints (TOC).’ This presentation described the outcomes of an action research project which formed part of that process - undertaken for an MSc dissertation on TOC Healthcare Management (Nottingham Trent University, UK). The project presented the research on the applications of these principles in the areas of operations (discharge, A&E, elective and outpatients), project management, finance and measurements, distribution and supply chain, marketing, sales and rapid response. The main focus of the project, which proved successful very quickly, was on the role of leadership and organizational development.
What Will You Learn
To help you get the most value from this session, we’ve highlighted a few key points. These takeaways capture the main ideas and practical insights from the presentation, making it easier for you to review, reflect, and apply what you’ve learned.
The speaker discusses the development of their hospital over the past four years, including the implementation of the Theory of Constraints (TOC), which has led to significant improvements in efficiency and patient care.
The speaker emphasizes the importance of leadership and change management in driving innovation in healthcare, suggesting that these elements are crucial for achieving sustainable improvements in patient care.
The speaker highlights the role of marketing in healthcare, suggesting that hospitals need to better communicate their offerings to the market in order to attract more patients and improve their market share.
Instructor(s)
Marc Alexander van Aart
Ms Alka Wadhwa
Alka Wadhwa is an experienced consultant and process improvement expert with over 24 years of expertise in the Theory of Constraints (TOC), Lean Six Sigma, and organizational performance optimization. She has successfully led projects in healthcare, financial services, and manufacturing, driving significant improvements such as a 67% boost in hospital operations and a 140% increase in outpatient visits.
Previously, Alka Wadhwa spent 17+ years at GE Global Research Center, where she led initiatives to enhance various GE businesses through advanced technologies, process redesign, and system optimization. Founder of Better Solutions Consulting, LLC, she specializes in using TOC, Six Sigma, and data analytics to streamline operations and build high-performance teams.
Her work has earned her multiple accolades, including the Empire State Award of Excellence in healthcare.
Dr Gary Wadhwa
Dr. Gary Wadhwa is a Board Certified Oral & Maxillofacial Surgeon with extensive experience in the field. He completed his Oral & Maxillofacial Surgery training at Montefiore Hospital, Albert Einstein College of Medicine in Bronx, NY, and has served as an Attending at prestigious institutions like St. Peters Hospitals, Ellis Hospital, and Beth Israel Hospital in NY. With a career spanning over two decades, he was the former CEO and President of a group specialty practice in NY from 1994 to 2015. Dr. Wadhwa holds an MBA from UT at Knoxville, TN, and has undergone additional training in System Dynamics at MIT, Health System Management at Harvard Business School, and Entrepreneurship and healthcare innovations at Columbia Business School. Committed to expanding access to Oral & Maxillofacial Surgery care, he is currently engaged in a meaningful project to provide healthcare services to underserved populations in inner city and rural areas through non-profit Community Health Centers.