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Reengineering hospitals using the "function follows form" model
1National Medical Enterprises, Inc., Santa Monica, CA.
The Journal of Nursing Administration
|December 1, 1994
Summary
A new "function follows form" model improved hospital operations, enhancing quality, service, and financial outcomes within the first year. This approach contrasts with the traditional "form follows function" method, offering a more effective operational reengineering strategy.
Area of Science:
- Healthcare Management
- Organizational Behavior
- Operations Research
Background:
- Traditional hospital operational reengineering often uses a "form follows function" model, extensively involving employees in redesigning tasks.
- This employee-driven task redesign can lead to unintended changes in organizational structure, positions, and reporting relationships, presenting potential shortcomings.
Purpose of the Study:
- To present and evaluate an alternative operational reengineering process for hospitals.
- To contrast the proposed "function follows form" model with the conventional "form follows function" approach.
Main Methods:
- The study describes the application of the "function follows form" model by two consultants.
- This model was implemented across six hospitals within a multihospital system to reengineer operations.
Main Results:
- The "function follows form" process resulted in documented, quantifiable improvements.
- These improvements were observed in enhanced quality, service, and financial outcomes within the first year of implementation.
Conclusions:
- The "function follows form" model offers a potentially more effective approach to hospital operational reengineering.
- This alternative model demonstrated significant positive impacts on key hospital performance indicators shortly after implementation.