This study was funded by Association of Perioperative Nurses (AORN).
Barriers to Swift, Even Flow in the Internal Supply Chain of Perioperative Surgical Services Department: A Case Study*
Article first published online: 21 MAY 2009
© 2009, The Author Journal compilation © 2009, Decision Sciences Institute
Volume 40, Issue 2, pages 327–349, May 2009
How to Cite
Fredendall, L. D., Craig, J. B., Fowler, P. J. and Damali, U. (2009), Barriers to Swift, Even Flow in the Internal Supply Chain of Perioperative Surgical Services Department: A Case Study. Decision Sciences, 40: 327–349. doi: 10.1111/j.1540-5915.2009.00232.x
- Issue published online: 21 MAY 2009
- Article first published online: 21 MAY 2009
- [Received: February 2007. Accepted: March 2009.]
- Case Study;
- Health Care;
- Perioperative Services;
- Swift Even Flow;
- and System Design
This research analyzes the internal service supply chain of a perioperative surgical services department of a nonacademic community hospital using the theory of swift and even flow as a theoretical lens. Performance data were gathered using an in-depth case study and it was determined that the swift and even flow constructs did affect flow speed and variance, but did not account for all the effects observed. To understand the need for departments to coordinate their efforts with each other and how this affected flow, further analysis was conducted using insights from Pagell's (2004) theory of internal integration and Gittell's (2002) research about coordinating mechanisms. The findings suggest the need to incorporate a variable measuring supply chain coordination into the theory of swift and even flow.