Skapandet av ett webbaserat ärendehanteringssystem för affärssystemet Pyramid med Scrum : Creation of a web based case management system for the business system Pyramid with Scrum

The business system known as Pyramid does today not provide its user with a reasonable system regarding case management for support issues. The current system in place requires the customer to contact its provider via telephone to register new cases. In addition to this, current system doesn’t include any way for the user to view any of their current cases without contacting the provider.A solution to this issue is to migrate the current case management system from a telephone contact to a web based platform, where customers could easier access their current cases, but also directly through the website create new cases. This new system would reduce the time required to manually manage each individual case, for both customer and provider, resulting in an overall reduction in cost for both parties.The result is a system divided into two different sections, the first one is an API created in Pyramid that acts as a web service, and the second one a website which customers can connect to. The website will allow users to overview their current cases, but also the option to create new cases directly through the site. All the information used to the website is obtained through the web service inside Pyramid. Analyzing the final design of the system, the developers where able to conclude both positive and negative aspects of the systems’ final design. If the platform chosen was the optimal choice or not, and also what can be include if the system is further developed, will be discussed.The development process and the method used during development will also be analyzed and discussed, what positive and negative aspects that where encountered. In addition to this the cause and effect of a development team smaller than the suggested size will also be analyzed. Lastly an analysis of actions that could’ve been made in order to prevent certain issues from occurring will.

Hoshin Kanri – the Japanese way of piloting : An exploratory study of a Japanese strategic management system

Strategy is a highly topical subject among managers and since the world is constantlychanging it is also an important subject for companies’ competitive advantage and survival.At the same time experts in the field of strategic management describe western techniques ascomplex and ineffective while the Japanese techniques have been seen as unambiguous andcharacterized by focus on quality, productivity and teamwork. This calls for greaterknowledge in the Japanese management systems. Hoshin Kanri is a collection of Japanesebest strategic management practices and therefore an interesting target for our study. Thus, onthe one hand this study investigates the theory of Hoshin Kanri in order to give structure to itand provide a way for practitioner into the management system. On the other hand this studyinvestigates Hoshin Kanri in order to reveal how Japanese subsidiaries based in Sweden haveimplemented this strategic management system. This is firstly done by reviewing the existingliterature on the subject and secondly by a collective case study with in-depth interviewsconducted with managers at Japanese owned subsidiaries based in Sweden. There are somelimitations in this study. One is that the results of the study do not include all Japanesesubsidiaries in Sweden as not all companies participated in the study. Moreover, the study islimited by one individuals’ knowledge and perception of Hoshin Kanri in each of the threecompanies. The study contributes to the existing literature on the topic of Hoshin Kanri by;(1) structuring the literature and the existing models under one of two categories, namelycyclical or sequential; (2) providing a model that aims at making it more understandable andattractive for practitioner to apply; (3) initiating the mapping of the spread of Hoshin Kanriamong Japanese subsidiaries in Sweden and (4) providing a Swedish model for theapplication of HK in Japanese subsidiaries.

Talking about quality: exploring how ‘quality’ is conceptualized in European hospitals and healthcare systems

BACKGROUND: Conceptualization of quality of care - in terms of what individuals, groups and organizations include in their meaning of quality, is an unexplored research area. It is important to understand how quality is conceptualised as a means to successfully implement improvement efforts and bridge potential disconnect in language about quality between system levels, professions, and clinical services. The aim is therefore to explore and compare conceptualization of quality among national bodies (macro level), senior hospital managers (meso level), and professional groups within clinical micro systems (micro level) in a cross-national study. METHODS: This cross-national multi-level case study combines analysis of national policy documents and regulations at the macro level with semi-structured interviews (383) and non-participant observation (803 hours) of key meetings and shadowing of staff at the meso and micro levels in ten purposively sampled European hospitals (England, the Netherlands, Portugal, Sweden, and Norway). Fieldwork at the meso and micro levels was undertaken over a 12-month period (2011-2012) and different types of micro systems were included (maternity, oncology, orthopaedics, elderly care, intensive care, and geriatrics). RESULTS: The three quality dimensions clinical effectiveness, patient safety, and patient experience were incorporated in macro level policies in all countries. Senior hospital managers adopted a similar conceptualization, but also included efficiency and costs in their conceptualization of quality. 'Quality' in the forms of measuring indicators and performance management were dominant among senior hospital managers (with clinical and non-clinical background). The differential emphasis on the three quality dimensions was strongly linked to professional roles, personal ideas, and beliefs at the micro level. Clinical effectiveness was dominant among physicians (evidence-based approach), while patient experience was dominant among nurses (patient-centered care, enough time to talk with patients). Conceptualization varied between micro systems depending on the type of services provided. CONCLUSION: The quality conceptualization differed across system levels (macro-meso-micro), among professional groups (nurses, doctors, managers), and between the studied micro systems in our ten sampled European hospitals. This entails a managerial alignment challenge translating macro level quality definitions into different local contexts.