Hostname: page-component-669899f699-tzmfd Total loading time: 0 Render date: 2025-04-26T06:56:51.163Z Has data issue: false hasContentIssue false
  • English
  • Français

Computational Simulation as an Organizational Prototyping Tool

Part of: Design Management

Published online by Cambridge University Press:  26 July 2019

Clio Dosi ,
Manuel Iori ,
Arthur Kramer  and
Matteo Vignoli

Abstract

Core share and HTML view are not available for this content. However, as you have access to this content, a full PDF is available via the ‘Save PDF’ action button.

This case study deals with a redesign effort to face the overcrowding issue in an Emergency Department (ED). A multidiscinary group of healthcare professionals and engineers worked together to improve the actual processes. We integrate the simulation modeling in a human-centered design method. We use the simulation technique as a learning and experimentation tool into a design thinking process: the computational descrete event simulation helps explore the possibile scenarios to be prototyped. We used the simulation to create a virtual prototyping environment, to help the group start a safe ideation and prototyping effort. Virtual prototyping injected into the organizational context the possibility of experimenting. It represented a cognitive low-risk environment where professionals could explore possible alternative solutions. Upon those solutions, we developed organizational prototyping tools. Top management and head physicians gained confidence for a more grounded decision making effort and important choices of change management and investments have been made.

Keywords

SimulationDecision makingOrganizational processes
Type
Article
Information
Proceedings of the Design Society: International Conference on Engineering Design , Volume 1 , Issue 1 , July 2019 , pp. 1105 - 1114
Creative Commons
Creative Common License - CCCreative Common License - BYCreative Common License - NCCreative Common License - ND
This is an Open Access article, distributed under the terms of the Creative Commons Attribution-NonCommercial-NoDerivatives licence (http://creativecommons.org/licenses/by-nc-nd/4.0/), which permits non-commercial re-use, distribution, and reproduction in any medium, provided the original work is unaltered and is properly cited. The written permission of Cambridge University Press must be obtained for commercial re-use or in order to create a derivative work.
Copyright
© The Author(s) 2019

References

Aringhieri, R., 2010, “An integrated DE and AB simulation model for ems management”, In: 2010 IEEE Workshop on Health Care Management. pp. 1–6.10.1109/WHCM.2010.5441260Google Scholar
Bate, P., Robert, G., 2006, “Experience-based design: from redesigning the system around the patient to co-designing services with the patient”, BMJ Quality & Safety 15 (5), 307–310.10.1136/qshc.2005.016527Google Scholar
Bate, P., Robert, G., 2007, “Toward more user-centric OD: Lessons from the field of experience-based design and a case study”, The Journal of Applied Behavioral Science 43 (1), 41–66.10.1177/0021886306297014Google Scholar
Bessant, J., Maher, L., 2009, “Developing radical service innovations in healthcare - the role of design methods”, International Journal of Innovation Management 13 (4), 555–568.Google Scholar
Bevan, H., Robert, G., Bate, P., Maher, L., Wells, J., 2007, “Using a design approach to assist large-scale organi- zational change: “10 high impact changes” to improve the national health service in england”, The Journal of Applied Behavioral Science 43 (1), 135–152.10.1177/0021886306297062Google Scholar
Brailsford, S. C., Lattimer, V. A., Tarnaras, P., Turnbull, J. C., Jan 2004, “Emergency and on-demand health care: modelling a large complex system”, Journal of the Operational Research Society 55 (1), 34–42.Google Scholar
Brailsford, S. C., Carter, M. W., Jacobson, S. H., Dec 2017, “Five decades of healthcare simulation”, In: 2017 Winter Simulation Conference (WSC). pp. 365–384.10.1109/WSC.2017.8247800Google Scholar
Brown, T., 2008. “Design thinking”, Harvard Business Review 86 (6), 84–92.Google Scholar
Cabrera, E., Taboada, M., Iglesias, M. L., Epelde, F., Luque, E., 2011, “Optimization of healthcare emergency departments by agent-based simulation”, Procedia Computer Science 4, 1880 – 1889.10.1016/j.procs.2011.04.204Google Scholar
Dosi, C., Ferrari, A., Vignoli, M., 2017, “Progettare soluzioni innovative con il design thinking in sanità: il caso del pronto soccorso di Reggio Emilia / Design innovative solutions with design thinking in the healthcare sector: the case of the emergency department in Reggio Emilia”, Politiche sanitarie 18 (4), 166–175.Google Scholar
Cottam, H., Leadbeater, C., 2004, “Red paper 01 health: Co-creating services”, Design Council.Google Scholar
Dosi, C., Rosati, F., Vignoli, M., 2018, “Measuring Design Thinking mindset”, 15th International Design Conference - DESIGN, Dubrovnik, Croatia.10.21278/idc.2018.0493Google Scholar
Fone, D., Hollinghurst, S., Temple, M., Round, A., Lester, N., Weightman, A., Roberts, K., Coyle, E., Bevan, G., Palmer, S., 2003, “Systematic review of the use and value of computer simulation modelling in population health and health care delivery”, Journal of Public Health Medicine 25 (4), 325–335.10.1093/pubmed/fdg075Google Scholar
Franchini, G., Dosi, C., Vignoli, M., 2017, “The coexistence of design thinking and stage and gate in the same organisational context-Challenges and need for integration”, In DS 87–2 Proceedings of the 21st International Conference on Engineering Design (ICED 17) Vol 2: Design Processes, Design Organisation and Management, Vancouver, Canada, 21-25.08.2017.Google Scholar
Freire, K., Sangiorgi, D., 2010, “Service design and healthcare innovation: from consumption, to co-production to co-creation”, In: ServDes. 2010 - Conference on Service Design and Service Innovation. Linköping University Electronic Press, p. 239.Google Scholar
Grigoryev, I., 2015, “AnyLogic 7 in Three Days”, North Charleston CreateSpace Independent Publishing Platform, 2nd ed.Google Scholar
Gul, M., Guneri, A. F., 2015, “A comprehensive review of emergency department simulation applications for normal and disaster conditions”, Computers & Industrial Engineering 83, 327–344.10.1016/j.cie.2015.02.018Google Scholar
Günal, M. M., Pidd, M., 2010, “Discrete event simulation for performance modelling in health care: a review of the literature”, Journal of Simulation 4 (1), 42–51.10.1057/jos.2009.25Google Scholar
Hempe, E.-M., Dickerson, T., John Clarkson, P, H, A., 2012, “Health and social care services for people with complex needs: The importance of context in the design process”, In: ServDes. 2010 - Conference on Service Design and Service Innovation. No. 60. Linköping University Electronic Press, pp. 145–146.Google Scholar
Herzlinger, R. E., 2006. “Why innovation in health care is so hard”, Harvard Business Review 84 (5), 58–66.Google Scholar
Hoot, N. R., Aronsky, D., 2008, “Systematic review of emergency department crowding: Causes, effects, and solutions”, Annals of Emergency Medicine 52 (2), 126 – 136.10.1016/j.annemergmed.2008.03.014Google Scholar
Hulshof, P. J. H., Kortbeek, N., Boucherie, R. J., Hans, E. W., Bakker, P. J. M., Dec 2012, “Taxonomic classification of planning decisions in health care: a structured review of the state of the art in OR/MS”, Health Systems 1 (2), 129–175.Google Scholar
Iedema, R., Merrick, E., Piper, D., Britton, K., Gray, J., Verma, R., Manning, N., 2010, “Codesigning as a discursive practice in emergency health services: The architecture of deliberation”, The Journal of Applied Behavioral Science 46 (1), 73–91.10.1177/0021886309357544Google Scholar
Jelinek, M., Romme, A. G. L., Boland, R. J., 2008, “Introduction to the special issue: Organization studies as a science for design: Creating collaborative artifacts and research”, Organization Studies 29 (3), 317–329.10.1177/0170840607088016Google Scholar
Liedtka, J., 2015, “Perspective: Linking design thinking with innovation outcomes through cognitive bias reduction”, Journal of Product Innovation Management 32 (6), 925–938.10.1111/jpim.12163Google Scholar
Madsen, P., Desai, V., Roberts, K., Wong, D., 2006, “Mitigating hazards through continuing design: The birth and evolution of a pediatric intensive care unit”, Organization Science 17 (2), 239–248.10.1287/orsc.1060.0185Google Scholar
Marshall, A., Vasilakis, C., El-Darzi, E., 2005, “Length of stay-based patient flow models: Recent developments and future directions”, Health Care Management Science 8 (3), 213–220.10.1007/s10729-005-2012-zGoogle Scholar
Martin, R., 2010, “Design thinking: achieving insights via the knowledge funnel”, Strategy & Leadership 38 (2), 37–41.10.1108/10878571011029046Google Scholar
McCreary, L., 2010, “Kaiser permanente's innovation on the front lines”, Harvard Business Review 88 (9), p. 92, 94–97, 126.Google Scholar
Mohrman, S. A., 2007, “Having relevance and impact: The benefits of integrating the perspectives of design science and organizational development”, The Journal of Applied Behavioral Science 43 (1), 12–22.10.1177/0021886306298185Google Scholar
Paul, S. A., Reddy, M. C., DeFlitch, C. J., 2010, “A systematic review of simulation studies investigating emergency department overcrowding”, SIMULATION 86 (8-9), 559–571.10.1177/0037549709360912Google Scholar
Prada, G., 2008, “Exploring technological innovation in health systems: Is Canada measuring up?”, Journal of Management & Marketing in Healthcare 1 (4), 362–374.Google Scholar
Robinson, S., 1997, “Simulation model verification and validation: Increasing the users’ confidence”, In: Proceedings of the 29th Conference on Winter Simulation. WSC ’97. IEEE Computer Society, Washington, DC, USA, pp. 53–59.10.1145/268437.268448Google Scholar
Romme, A. G. L., 2003, “Making a difference: Organization as design”, Organization Science 14 (5), 558–573.10.1287/orsc.14.5.558.16769Google Scholar
Salmon, A., Rachuba, S., Briscoe, S., Pitt, M., 2018, “A structured literature review of simulation modelling applied to emergency departments: Current patterns and emerging trends”, Operations Research for Health Care 19, 1–13.10.1016/j.orhc.2018.01.001Google Scholar
Santibáñez, P., Chow, V. S., French, J., Puterman, M. L., Tyldesley, S., 2009, “Reducing patient wait times and improving resource utilization at british columbia cancer agency's ambulatory care unit through simulation”, Health Care Management Science 12 (4), 392–407.Google Scholar
Schluse, M., Priggemeyer, M., Atorf, L., Rossmann, J., 2018, “Experimentable Digital Twins–Streamlining Simulation-Based Systems Engineering for Industry 4.0”, IEEE Transactions on Industrial Informatics, 14 (4), 1722–1731.Google Scholar
Starnino, A., Dosi, C., Vignoli, M., 2016, “Designing the future, engineering reality: Prototyping in the emer- gency department”, In: Service Design Geographies. Proceedings of the ServDes. 2016 Conference. No. 125. Linköping University Electronic Press, pp. 574–579.Google Scholar
Trzeciak, S., Rivers, E. P., 2003, “Emergency department overcrowding in the united states: an emerging threat to patient safety and public health”, Emergency Medicine Journal 20 (5), 402–405.10.1136/emj.20.5.402Google Scholar
Vignoli, M., Macrí, D., Bertolotti, F., 2011, “Prototyping in organizational process engineering”, In: ICED 11 - 18th International Conference on Engineering Design - Impacting Society Through Engineering Design. Vol. 3. pp. 233–244.Google Scholar
Weick, K. E., 2003, “Organizational design and the gehry experience”, Journal of Management Inquiry 12 (1), 93–97.Google Scholar