Chapter 3. Value modeling and
1.1 Suggested methodology
We suggest a framework that provides guidance to build a knowledge model based on the ASDI methodology and enriched with the value modeling and performance definition. The knowledge model is aimed at understanding the working of the system, identifying the critical activities, defining the performance indicators to assess the system based on metrics in accordance with the value system, describing processes and management rules and identifying resources.
The ASDI architecture (Analysis‐Specification‐Design‐Implementation), developed by (Gourgand et al. 1991) consists in four steps. The Figure 12 depicts the different phases of this approach, but we already integrate the value and performance model (Di Martinelly et al. 2007b). Real world Knowledge modeling Action models Value and performance model Logical model Physical model Results model
Mathematical model Simulation model
Hybrid model Decision model Modelling Operating Displaying Translating Scorecards Gantt charts Graphical representations Figure 12. Adapted and enhanced ASDI Methodology • Modeling the system: this step deals with the study, the analysis of the system, the identification of its physical structure and information exchanges, the processes documentation, the specification of its decisional procedures, the objectives translation and the performance indicators definitions. This step allows us to acquire the necessary knowledge to make a diagnostic of the system weaknesses and to propose solutions.
• Translating the models: this step consists in deriving as automatically as possible the appropriate actions models (optimization and simulation programs) directly from the knowledge modeling established before. The action models replicate the working of the system and serve to evaluate the impact of the different strategies before implementation.
• Operating the models: the action models are used to validate solutions and evaluate the appropriate scenarios on the basis of performance indicators defined according to the established value model. • Displaying the results: Once the analysis of the results confirms the pertinence of the proposed solutions and upholds the improvement of the current system, based on the scorecards, Gantt charts and graphics, its deployment can be possible.
The central point of our extension to the ASDI methodology concerns the value and performance modeling. The performance analysis in the original method is based on an activity based costing methodology, assuming that the system should be evaluated only on financial criteria (Comelli et al. 2006). This type of pricing system is suitable to assess systems in the merchant sector. A study led by (Eldenburg et al. 1997) tends to prove that a finance‐based system is appropriate to monitor the hospital performance against the actual care activity. However, it supposes that a cost model is sufficient to gauge the performance of a hospital. This assumption was proven to lead to unsatisfactory quality performance with regard to patients and hospital personnel expectations (Porter et al. 2004).
We thus expand the knowledge modeling by suggesting a way of constructing such a value and performance model that better takes into account the stakeholders’ expectations. The knowledge modeling consists now in establishing four sub‐models:
• The physical model describes physical entities and resources that are part of the transformation of activities and that create value. The different elements are represented through resources maps, and physical layout.
• The logical model describes the processes we focus on, details exchanged information and operating rules. The different processes are identified and detailed through questionnaires and interviews of the different actors; they are represented by logical diagrams; the tools used can be ARIS, SADT, etc. .
• The decision model defines the working and control rules of the system. The decisions might be identified and structured using the GRAI grid.
• The value and performance model has first to clarify the statement of the strategy and the value the hospital wants to promote, to identify the activities that create value for care and define the performance indicators consistent with the objectives inferred from the hospital strategy. These indicators will help to monitor efficiently the system. The value and performance model will be elaborated based on the Porter’s models and the balanced scorecard framework. The Figure 13 illustrates the different steps to build the value and performance model. The different tools used are embedded in an oval shape. These steps will be developed in the next point.
This approach of knowledge modeling provides the user an understanding of the hospital elements and helps in identifying the weaknesses. This allows to diagnose the system working and to propose improvement solutions. The action models replicate the system working and evaluate, before their implementation, the proposed solutions on basis of the performance indicators defined during the knowledge modeling. This methodology will ensure that the suggested changes improve the working of the pharmaceuticals supply chain and contribute to the global interest of the hospital.
Figure 13. Approach for the value and performance modeling