Abstract
The purpose of this paper is to demonstrate how QFD can enhance a healthcare organisation’s strategic operational alignment, by synchronising the infrastructure design with the service intention. In this empirical paper, a case study of a £15 million infrastructure development has been used as the unique context to assess and test the experimental findings. QFD was utilised in order to capture and transform the requirements of decision-makers, providers, patients and local communities into both service and building design for Project K, a healthcare infrastructure, in the U.K. Two full iterations of the QFD results are presented. Using QFD generated effectiveness and efficiency by creating an information exchange platform and providing the stakeholders with a framework to optimise the decision-making. This paper makes a practical contribution by empirically testing the QFD modelling and providing evidence of its implementation within the complex, dynamic and evolving nature of the healthcare built environment sector.
Highlights
Infrastructure development is a complex and dynamic set of operations
The purpose of this paper is to demonstrate how Quality Function Deployment (QFD) can enhance a healthcare organisation’s strategic operational alignment, by synchronising the infrastructure design with the service intention
It was established that using QFD, as the design process, could allow generating effectiveness and efficiency into the design phase
Summary
Infrastructure development is a complex and dynamic set of operations. Its complexity often creates uncertainty and variation, which prevents the planning and design processes from being effective and efficient (Pellicer et al 2014). Kagioglou and Tzortzopoulos (2010) identified that research has demonstrated that the current design of healthcare in the built environment does not effectively meet the users’ or consumers’ needs or desires. Kagioglou and Tzortzopoulos (2010) identified that research has demonstrated that the current design of healthcare in the built environment does not effectively meet the users’ or consumers’ needs or desires These infrastructures do not have the ability to provide and deliver efficient healthcare services. Certainly at a local level, there are inefficiencies throughout the development process, despite advice, guidance and support from the Estates and Facilities directorate in the procurement and management of healthcare infrastructures, facilities and services (DoH 2006) These issues have been directly observed by the researchers where particular healthcare organisations have experienced extremely long planning (average = 4 years) and design (average = 2.5 years) cycle time (Bamford et al 2015). We need to find a solution to be able to reduce this cycle time; it can take up to 15 years, from the conception to the completion
Sign-in/Register to view highlights & summary Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
