Exploring issues regarding Charing Cross Hospital and implementing ways for improvement

This essay explores the issues faced by Charing Cross Hospital and suggests ways to improve operations, logistics, and supply chain management. It discusses the adoption of Total Quality Management and Just-in-Time approaches to resolve the issues. The essay also highlights the improvement areas identified by NHS Trust and the elements of Total Quality Management and Just-in-Time models.

Understanding
Operations, Logistics
and Supply Chain
Management

Table of Contents
Exploring issues regarding Charing Cross Hospital and implementing ways for improvement.....1
REFRENCES...................................................................................................................................9

Exploring issues regarding Charing Cross Hospital and implementing ways
for improvement
For every company, it is necessary to adopt strategies related to operations, logistics and
supply chain management as it will help them in conduct their work in a most effective manner
which lead to the attainment of predetermined goal and target. Operations management is
considering as administration related to business practices that create a strong level of efficiency
that possible within an organization (Galindo and Batta, 2013). The chosen organization for this
essay is Charing Cross Hospital which provides health care as well as teaching facilities at
Fulham, London, United Kingdom. It is founded by Dr, Benjamin Golding in October 1818.
Services offer by Charing Cross Hospital are related to the hospital, doctors/ GP's, Urgent care
and many more. The respective hospital is conducting their assessment or medical treatment for
patients or society under the several legislations such as the 1983 Act, Family planning service
Act, Diagnostic and Screening Procedures and many more. There are several issues which
respective hospital is facing that directly impact on their operations and reputation. The main two
issues through which this hospital are facing- they not able to treat outpatients and diagnostic
imaging effectively. Furthermore another issues is related to unable to provide urgent and
emergency services to patients. So they are adopting different theories as well as model as that
will help them in resolving these issues effectively such as TQM for providing treatment to
outpatients and diagnostic imaging as well as they adopt JIT for resolving issues related to urgent
and emergency services.
For a company, it is essential to adopt changes for avoiding issues at the workplace. This
will help in conducting work more innovatively and creatively. It is also essential to adopt
changes on the regular basis, for which company needs to conduct their workplace analysis. The
respective essay will include discussion of improvement areas which Charing Cross Hospital
needs to consider in order to enhance the effectiveness of their operations, logistics and supply
chain management (Tayur, Ganeshan and Magazine, 2012). The improvement areas are
identified by NHS Trust (National Health Services) through an analysis report. According to this,
respective hospital is providing several services but they are also lacking in some aspects. Major
services of this hospital are medical care (including older people's care), critical care, care at the
end of life, surgery, people with long term conditions, care for family, children and young
people, older people care. Services that are good of Charing Cross Hospital are working-age
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people services (including those recently retired and students), people whose circumstances may
make them vulnerable and service for people who are experiencing poor mental health (including
people with dementia). On the other hand, there are some services in which Charing Cross
Hospital is not good such as outpatients and diagnostic imaging as well as they also face issue in
providing urgent and emergency services at the proper time.
The inspection report which is provided by Imperial College Healthcare NHS Trust is
based on review which is conducted without informing the Charing Cross Hospital, so it is
formed on the actual situation of the hospital. In respect to improve services which are not
effective i.e. outpatients and diagnostic imaging as well as urgent and emergency services. Thus,
respective hospital may adopt different operations, supply chain and logistics management
theories in order find appropriate solution of these problems. As for enhancing effectiveness of
services related to outpatients and diagnostic imaging, Charing Cross Hospital may adopt
management quality approach and for that they may adopt TQM model (Total quality
management). On the other hand, for improving emergency and urgent service, they may adopt
JIT (Just in time) approach because it helps them in providing quality as well as accurate services
at the right place.
Total quality management is consider as structured and systematic approach which is
used by a company for its overall management. Main aim of this process is to improve quality of
firm's output including their products and services. It can be done by conducting continuous
improvement of internal activities effectively. By adopting Total quality management, Charing
Cross Hospital can improve service quality for outpatients and diagnostic imaging. There are
mainly eight elements of this model which help respective hospital management to improve their
work quality.
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Illustration 1: Total quality management
(Source: Total Quality Management Principles. 2019)

In this First element is employee involvement that determines the responsibility of
hospital management to involve their doctors and other staffs in process of developing business
objectives because it helps them in empowering and motivating staff (WHAT IS TOTAL
QUALITY MANAGEMENT (TQM)? 2019). For this, management may also adopt several
practices like make the open workplace, devoid of fear and so on. For example, through this
element, hospital management also able to know issues that are faced by doctors and other staff
while treating outpatients and diagnostic imaging. By analysing these issue, seniors need to
develop strategies accordingly.
The second element of Total Quality management is process-cantered which is a
fundamental part of the method that focuses on thinking procedure. In this stage, company
management needs to care about several stages starting from taking inputs from suppliers
(internal or external) and then transforming it into an output that can be delivered to the customer
(internal or external) (Goetsch and Davis, 2014). For example, in this stage management of
Charing Cross Hospital can improve service process which is provided to outpatients and
diagnostic imaging. However, hospital community can develop different sections or departments
for patients so that they can directly communicate to respective sections. Through this hospital
can also able to ensure that they are providing quality services to outpatients and diagnostic
imaging.
The third principle is an integrated system in which it is essential to have interconnection
among the various departments of the company so that they can effectively conduct their work to
attain the goal. According to this, it is also essential to have a proper understanding of the quality
objective, standard, policies and culture among the employees so that they can conduct work
properly. For example, in Charing Cross Hospital, there are different departments such as
outpatients, emergency, ICU, medicine and many more. So according to this principle, it is
essential to have proper interconnection among these departments which help in providing
quality services to the outpatients and diagnostic imaging.
The next principle of total quality management is a strategic and systematic approach that
helps a firm in attaining its vision, mission, goal and objective. It is also known as strategic
planning or strategic management which include the formulation of different strategies or plans
that combine quality as the main component (Akgün and et. al., 2014). For example, in respect of
Charing Cross Hospital, they need to conduct proper planning for treating their outpatients and
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diagnostic imaging. This is because, it helps in improving the quality of services provided by the
respective hospital for attaining their target and goal.
Fifth element of respective method is decision making based on facts which help in
analysing whether firm is performing well or not. If they are not doing work properly then it is
essential for company to conduct continuous improvement and analysis data which lead to
development of effective decision for attaining goal. In respect of Charing Cross Hospital, they
may conduct proper analysis of why they are weak in providing services to outpatients and
diagnostic imaging. After that, they should develop strategies as well as action plans accordingly
which help in improving situation.
The next principle of total quality management is communication according to which a
company must conduct proper communication at the workplace because it helps in conducting
day to day activities or operations properly or in an easy flow. Effective communication will
include strategies, methods and timelines (Principles of Total Quality Management (TQM),
2019). For example, in order to improve services for outpatients and diagnostic imaging, Charing
Cross Hospital can conduct communication with staff, for developing effective strategies and
methods for improving services for respective patients. Through this, staff members feel
motivated and satisfied because they interact with each other effectively which help them in
resolving issues and improving service quality.
The seventh element of the respective model is continuous improvement, according to
which it is essential for a company to conduct regular analysis and do changes because it helps in
improving the quality of work (Madu, 2012). Through this firm also able to identify new or
effective ways by which they may enhance the quality of product, service, production process,
customer service and many more. For example, in the case of Charing Cross Hospital, they may
adopt new and effective services for outpatients and diagnostic imaging so that they can treat
them effectively by analysing their issues properly.
The last element of Total quality management is focused on the customer because they are
the main force who ultimately identifies level of quality. For customers, no matter what a
company does for quality improvement like training and development programs for staff,
redesigning of process, development of software, acquiring new innovation or techniques, they
only believe to get desired services that satisfy their requirement. The final review of the quality
of work is considered by customers. For example, in respect of Charing Cross Hospital, it is
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essential for them to always consider patient's review, feedbacks and succession because it will
help them in developing effective strategies and plans. Along with this, it will also help the
respective hospital in creating effective strategies for the outpatients and diagnostic imaging for
satisfying them properly.
By conduct evaluation of every element of Total Quality Management, it can be
determined that there are some elements or principle which is effective for Charing Cross
Hospital because that will help them in improving their rating for outpatients and diagnostic
imaging section. Principles which are effective for the respective hospital are employee
involvement in the decision making which are based on facts, communication and focus on
customer (Talib, Rahman and Qureshi, 2012). These are effective for Charing Cross Hospital
because it will help management in understanding issues that are faced by doctors and other
hospital staff while treating outpatients and diagnostic imaging. Along with this, it will also help
in determining the perspective of respective patients that will directly or indirectly help Charing
Cross Hospital management in developing an effective decision.
Furthermore, to improve services related to emergency and urgent situation Charing Cross
Hospital management may adopt Just in time model. Just in time model is a method which is
generally uses in manufacturing industry to reduce the time of production as well as it also helps
firm in responding supplier and customers at the right or appropriate time. On the other hand, in
respect of the hospital industry, just in time method can be used by a hospital for providing
quality services to the patients at the proper or appropriate time (Kober, Subraamanniam and
Watson, 2012). For example, in respect of Charing Cross Hospital, they may use just in time
approach for improving services or facilities for urgent and emergency services. Moreover, it
will also help a respective hospital in minimizing its supply chain cost by reducing wastage and
improving procedures. By adopting JIT management of Charing Cross Hospital can develop
strategies or action plans which help them in provide quality emergency services to the patients.
Just in Time model is known as just in time production or Toyota Production System
which aim is to minimise time during the process of production as well as responding time of
suppliers and customers. The respective model is developed at Toyota, Japan in between 1960 to
1970. There are mainly eight elements are including in Just in time method i.e. continuous
improvement, eliminating waste, good housekeeping, set up time reduction, levelled/ mixed
production. Moreover, it will also include elements like kanban, jidoka (Autonomation) and
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andon (Trouble lights). In respect of Charing Cross Hospital, they can adopt these elements in
order to improve their rating related to the emergency and urgent services.
Such as at first stage i.e. continuous improvement, in which company adopt new as well
as innovative technology in order to enhance quality of work in effective manner. For example,
in respect of Charing Cross Hospital they may adopt new strategies which help them in
introducing effective emergency and urgent services for their patients. Next element of just in
time model is eliminating waste, which also sub divided into several types such as waste of time,
inventory, motion, waiting time, over production and many more. In respect of Charing Cross
Hospital, their issues of emergency and urgent services will consider in several types of wastage
such as related to waiting time, inventory, motion and so on. This is so because respective
hospital not able to provide quality emergency service to their patients which impact on hospital
business. Third element is good housekeeping which is related to workplace cleanliness as well
as organisation through which company can avoid health issues of employees (JIT Just-in-Time
manufacturing, 2016). In respect of Charing Cross Hospital, they must proper housekeeping
facilities and services so that they will not face any kind of hindrance while performing
emergency and urgent activities or practices.
Forth element of just in time method is set up time reduction which help a company in
enhancing their flexibility by conducting practices in small batches. By adopting this method
firm will able to gain several benefits such as enhance productivity, job satisfaction and
flexibility (Battini, Boysen and Emde, 2013). In respect of Charing Cross Hospital, they can
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Illustration 2: Just in time

adopt this method they can motivate their employees which help them in providing quality
emergency as well as urgent services to patients.
Furthermore, fifth element of respective method is levelled/ mixed production in which
firm management will slow down the flow of products through factory. In respect of Charing
Cross Hospital, in order to adopt this method, they can develop action plan in which
management have to consider smooth flow of products from their warehouse. Sixth element is
kanbas, according to which firm's management need to adopt those strategies through which they
can enhance their products and services in effective manner. In context of Charing Cross
Hospital, they can develop effective strategies through which they can improve their process of
providing emergency services to the needy patients.
Seventh element of Just in time model is jidoka which is related to machines used by a
firm while conducting manufacturing procedure. In respect of Charing Cross Hospital, they can
adopt new as well as innovative techniques in order to improve work quality of their doctors and
other hospital member while offering emergency and urgent services. The last element of
respective model is andon, related to signal problems so that company management can take
corrective action which help in attaining desired goal (Spruijt and Nilsen, 2014). In context of
Charing Cross Hospital, management will conduct analysis of issues which are faced by doctors
and other staff while providing emergency as well as urgent services to patients.
By conducting analysis of all the elements of just in time management, there are some
elements which are effective for Charing Cross Hospital such as continuous improvement
eliminating waste andon. Major reason behind this is that it helps in developing effective process
and strategies which help in providing better quality of emergency as well as urgent facilities.
Along with implementing all these methods and theories (TQM and JIN), Charing Cross
Hospital can also apply triple bottom line method for overcoming issues related to outpatients
and diagnostic imaging as well as urgent and emergency services. According to this approach it
is essential for respective hospital to consider main three factors i.e. society, environment and
cost while providing health and social care services. In respect of this management of Charing
Cross Hospital need to concern to their parties or society and environmental factors along with
considering their budget or cost so that every needed person can reveal the treatment effectively
as well as successfully.
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By analysing all the factors which are mentioned above it can be summarised that
hospital management goes through number of issues while conducting business operations and
functions because of their ineffective services. Thus, in order to improve their services,
management adopt several methods and approaches such as total quality management and just in
time model. On the other hand, analysing the situation of Charing Cross Hospital, there are some
factors which they can implement or consider in their workplace such as developing a whole new
department for both outpatients and an emergency situation so that they can provide their
services on time. Along with this respective hospital may also divide counter of outpatients and
emergency so that they crowd get diversified. Hospital may also ask for suggestion and
recommendation which help them in developing strategies or plan in order to make appropriate
changes for improving their ratings. So it is essential for each and every company to adopt
variations as it will lead to improvement and advancement in business operations and functions.
In addition to this respective hospital can also adopt triple line bottom method which consider
three factors i.e. social, environmental and financial that help them in evaluating its performance
in a wider perspective in order to create or develop great business value in effective as well as
impressive manner. Moreover, application of all these models and theories i.e. TQM, JIM and
triple bottom line Charing Cross Hospital can resolve their issues successfully, it will also help in
improving their brand image and value.
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automobile industry. Journal of Management Control. 24(2). pp.209-217.
Cheng, Z. and et. al., 2015. Just-in-time code offloading for wearable computing. IEEE
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operations management. European Journal of Operational Research. 230(2). pp.201-
211.
Goetsch, D. L. and Davis, S., 2014. Quality management for organizational excellence:
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adoption on small and medium enterprises’ financial performance. Accounting &
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Madu, C.N. ed., 2012. Handbook of total quality management. Springer Science & Business
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Spruijt-Metz, D. and Nilsen, W., 2014. Dynamic models of behavior for just-in-time adaptive
interventions. IEEE Pervasive Computing. 13(3). pp.13-17.
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literature review. Talib, F., Rahman, Z. and Qureshi, MN (2012),“Total quality
management in service sector: a literature review”, International Journal of Business
Innovation and Research. 6(3). pp.259-301.
Tayur, S., Ganeshan, R. and Magazine, M. eds., 2012. Quantitative models for supply chain
management (Vol. 17). Springer Science & Business Media.
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