Science for Education Today, 2021, vol. 11, no. 5, pp. 43–56
© Bravve Y. I., Shpiks T. A., Kirsch J., Pushkareva E. A., Sokolov S. V., Kiryakova I. D., Tolstova K. S., Latuha O. A., 2021
UDC: 
005+378+614.2+658.511

Evaluating the effectiveness of using Process Factory in the development of leadership competencies for healthcare managers

Bravve Y. I. 1 (Novosibirsk, Russian Federation), Shpiks T. A. 1 (Novosibirsk, Russian Federation), Kirsch J. 2 (Berlin, Federal Republic of Germany), Pushkareva E. A. 3 (Novosibirsk, Russian Federation), Sokolov S. V. 1 (Novosibirsk, Russian Federation), Kiryakova I. D. 1 (Novosibirsk, Russian Federation), Tolstova K. S. 1 (Novosibirsk, Russian Federation), Latuha O. A. 4 (Novosibirsk, Russian Federation)
1 Novosibirsk State Medical University
2 Clinic in Psychiatry in Berlin-Marzahn
3 Novosibirsk State Pedagogical University
4 Novosibirsk State Medical University, Novosibirsk, Russian Federation
Full text (Open Access) — Downloaded 575
Abstract: 

Introduction. The paper presents the results of a study on the problem of training managers in the management of sustainable development of a medical organization. The purpose of the article is to analyze the experience of international practice of training managers in various industries and to investigate the role of the "Process Factory" in the formation of professionally significant competencies related to quality management of medical care.
Materials and Methods. The study used general scientific methods of empirical and theoretical knowledge, general logical methods and techniques, as well as methods of system analysis, comparison and analogy, generalization. A key aspect of the sample of scientific papers for analysis was the study of the problems of training managers of organizations in the quality of medical care in the context of the concept of sustainable development of the organization. To solve this problem, a business game was developed based on the" Process Factory " – "Quality management of medical care". The empirical material was processed using a standard package of programs.
Results. In the process of analyzing the problem of the quality of training of health system managers, a number of features were identified, such as: low involvement in the educational process, denial of the best experience, and an authoritarian management style. At the same time, research shows that managers need professional competencies in the field of analysis of multifactor processes, team management, projects, skills to integrate strategic development tasks into the current activities of the organization.
The business game developed by the authors is based on the model of training in training factories as the foundation for training in lean manufacturing. As a result of the business game, the interest of the listener increased by 9 times, involvement in the educational process-by 20 times, mastering skills - by 2 times, possession of skills - by 8 times, readiness to apply the acquired skills – by 17 times.
Conclusions. In conclusion, it is concluded that the constant implementation of changes in the healthcare system requires non-standard solutions from the head in the field of development of medical organizations. The conducted pedagogical experiment showed that the proposed educational technology makes it possible to model various situations in the educational environment. In the process of conducting a business game, the manager acquires the skills to reduce conflicts in the team, stimulate the work of management personnel, and receive reliable information about the activities of the medical organization.

Keywords: 

Forms of education; Business game; Training of managers; Training factories; Personnel policy; Organizational changes; Knowledge management; General quality management.

URL WoS/RSCI: https://www.webofscience.com/wos/rsci/full-record/RSCI:47136058

For citation:
Bravve Y. I., Shpiks T. A., Kirsch J., Pushkareva E. A., Sokolov S. V., Kiryakova I. D., Tolstova K. S., Latuha O. A. Evaluating the effectiveness of using Process Factory in the development of leadership competencies for healthcare managers. Science for Education Today, 2021, vol. 11, no. 5, pp. 43–56. DOI: http://dx.doi.org/10.15293/2658-6762.2105.03
References: 
  1. Abele E., Metternich J., Tisch M., Chryssolouris G., Sihn W., ElMaraghy H., Hummel V., Ranz F. Learning factories for research, education, and training. Procedia CIRP, 2015, vol. 32, pp. 1–6. DOI: https://doi.org/10.1016/j.procir.2015.02.187
  2. Ashton T. Measuring health system performance: A new approach to accountability and quality improvement in New Zealand. Health Policy, 2015, vol. 119 (8), pp. 999–1004. DOI: https://doi.org/10.1016/j.healthpol.2015.04.012
  3. Atak M., Erturgut R. Importance of educated human resources in the information age and view of information society organizations on human. Procedia – Social and Behavioral Sciences, 2010, vol. 2 (2), pp. 1452–1456. DOI: https://doi.org/10.1016/j.sbspro.2010.03.217
  4. Backman C., Vanderloo S., Forster A. J. Measuring and improving quality in university hospitals in Canada: The Collaborative for Excellence in Healthcare Quality. Health Policy, 2016, vol. 120 (9), pp. 982–986. DOI: https://doi.org/10.1016/j.healthpol.2016.07.006
  5. Blöchl S. J., Schneider M. Simulation game for intelligent production logistics – The PuLL® learning factory. Procedia CIRP, 2016, vol. 54, pp. 130–135. DOI: https://doi.org/10.1016/j.procir.2016.04.100
  6. Chryssolouris G., Mavrikios D., Rentzos L. The teaching factory: A manufacturing education paradigm. Procedia CIRP, 2016, vol. 57, pp. 44–48. DOI: https://doi.org/10.1016/j.procir.2016.11.009
  7. Dill J. S., Chuang E., Morgan J. C. Healthcare organization–education partnerships and career ladder programs for health care workers. Social Science & Medicine, 2014, vol. 122, pp. 63–71. DOI: https://doi.org/10.1016/j.socscimed.2014.10.021
  8. Genç N., İyigün N. Ö. The role of organizational learning and knowledge transfer in building strategic alliances: A case study. Procedia – Social and Behavioral Sciences, 2011, vol. 24, pp. 1124–1133. DOI: http://dx.doi.org/10.1016/j.sbspro.2011.09.087
  9. Gjeldum N., Mladineo M., Veza I. Transfer of model of innovative smart factory to Croatian economy using lean learning factory. Procedia CIRP, 2016, vol. 54, pp. 158–163. DOI: https://doi.org/10.1016/j.procir.2016.06.096

10. Goerke M., Schmidt M., Busch J., Nyhuis P. Holistic approach of lean thinking in learning factories. Procedia CIRP, 2015, vol. 32, pp. 138–143. DOI: https://doi.org/10.1016/j.procir.2015.02.221

11. Görke M., Bellmann V., Busch J., Nyhuis P. Employee qualification by digital learning games. Procedia Manufacturing, 2017, vol. 9, pp. 229–237. DOI: https://doi.org/10.1016/j.promfg.2017.04.040

12. Longmuß J., Höhne B. P. Expanding workplace-based learning one sprint at a time. Procedia Manufacturing, 2017, vol. 9, pp. 262–268. DOI: https://doi.org/10.1016/j.promfg.2017.04.003

13. Luck J., Peabody J. W., DeMaria L. M., Alvarado C. S., Menon R. Patient and provider perspectives on quality and health system effectiveness in a transition economy: Evidence from Ukraine. Social Science & Medicine, 2014, vol. 114, pp. 57–65. DOI: https://doi.org/10.1016/j.socscimed.2014.05.034

14. Malik A., Sinha A., Blumenfeld S. Role of quality management capabilities in developing market- based organisational learning capabilities: Case study evidence from four Indian business process outsourcing firms. Industrial Marketing Management, 2012, vol. 41 (4), pp. 639–648. DOI: https://doi.org/10.1016/j.indmarman.2011.06.037

15. Mosseveld C., Hernández-Peña P., Arán D., Cherilova М., Mataria A. How to ensure quality of health accounts. Health Policy, 2016, vol. 120 (5), pp. 544–551. DOI: https://doi.org/10.1016/j.healthpol.2016.03.009

16. Müller B. C., Menn J. P., Seliger G. Procedure for experiential learning to conduct material flow simulation pro-jects, enabled by learning factories. Procedia Manufacturing, 2017, vol. 9, pp. 283–290. DOI: https://doi.org/10.1016/j.promfg.2017.04.047

17. Nuti S., Seghieri C. Is variation management included in regional healthcare governance systems? Some proposals from Italy. Health Policy, 2014, vol. 114 (1), pp. 71–78. DOI: https://doi.org/10.1016/j.healthpol.2013.08.003

18. Papadaki M., Gale A. W., Rimmer J. R., Kirkham R. J., Taylor A., Brown M. Essential factors that increase the effectiveness of project/programme risk management. Procedia – Social and Behavioral Sciences, 2014, vol. 119, pp. 921–930. DOI: https://doi.org/10.1016/j.sbspro.2014.03.103

19. Supic Z. T., Bjegovic V., Marinkovic J., Milicevic M. S., Vasic V. Hospital management training and improvement in managerial skills: Serbian experience. Health Policy, 2010, vol. 96 (1), pp. 80–89. DOI: https://doi.org/10.1016/j.healthpol.2010.01.002

20. Suwandej N. Factors influencing total quality management. Procedia – Social and Behavioral Sciences, 2015, vol. 197, pp. 2215–2222. DOI: http://dx.doi.org/10.1016/j.sbspro.2015.07.361

21. Tvenge N., Martinsen K., Keshav Kolla S. S. V. Combining learning factories and ICT– based situated learning. Procedia CIRP, 2016, vol. 54, pp. 101–106. DOI: https://doi.org/10.1016/j.procir.2016.03.031

22. Vecchio M. D., Fenech L., Prenestini A. Private health care expenditure and quality in Beveridge systems: Cross-regional differences in the Italian NHS. Health Policy, 2015, vol. 119 (3), pp. 356–366. DOI: https://doi.org/10.1016/j.healthpol.2014.10.014

23. Veza I., Gjeldum N., Mladineo M. Lean learning factory at FESB – university of split. Procedia CIRP, 2015, vol. 32, pp. 132–137. DOI: https://doi.org/10.1016/j.procir.2015.02.223

24. Vlok A. A leadership competency profile for innovation leaders in a science-based research and innovation organization in South Africa. Procedia – Social and Behavioral Sciences, 2012, vol. 41, pp. 209–226. DOI: https://doi.org/10.1016/j.sbspro.2012.04.025

Date of the publication 31.10.2021