management system aided design: healthcare r&d center application

May 31st, 2007 Presentation IESM V.0 – Schindler / Bocquet / Dudezert 1/29

Management system aided design:

Healthcare R&D center application

Aude SCHINDLERJean-Claude BOCQUET

Aurélie DUDEZERT

– IESM 2007 –


Contents Introduction

Theoretical and methodological positioning

Proposal for a general method

First results of the study

Conclusion and perspectives

Introduction Positioning General method First results Conclusion


Introduction

MIRCen

CEA Fontenay-aux-Roses(fort part)



Introduction General environment:

Very instable => agility and flexibility

Design and steering of both long term (procedures) and flexible (projects) organizational structures

Taking into account of the expectations of all stakeholders

Specificities of healthcare management and engineering: Non profitable organizations => other values:

Social value Scientific value…

Human and animals tests => other constraints: Ethical value…


+ economical value…

+ safety + sustainable development…


Raised problematic issues How:

To design...

To anticipate...

To optimize...

... the operating of such an organization within its environment?

How: To measure...

... its impact on this environment?

Setting up of performance indicators and design of the processes



Theoretical andmethodological

positioningMIRCen




Theoretical positioning Choice of a systemic approach:

To face complexity, multiple aspects and interactions

To conserve a global vision of an organization (internal / external interactions)

To systematically describe the expectations of the stakeholders in a flexible and dynamic way

Principle: Organizational structure = complex system: “object which in an

environment, equipped with finalities, carries out an activity and sees its intern structure evolving through time, without losing its own identity” [Le Moigne 1999]



Bases of the adopted systemic approach Canonical model [Le Moigne 1999]:

4 views: Ontological pole

Functional pole


General System

FUNCTIONS

ENVIRONMENT

TRANSFORMATIONS

FINALITIES

Genetic pole

+ Teleological aspect


General idea Each phases through the life cycle of a system is

characterized by its customers’ and environment specific needs (stakeholders’ expectations)

Stakeholders’ expectations / requirements => setting up of the processes which are necessary to answer them



Methodological positioning: study case MIRCen* :

Integrated research center of the CEA** in pre-clinical imaging for gene, cell and drug therapies

Opening foreseen for the middle of the year 2008 in Fontenay-aux-Roses (92 – FRANCE)

Belonging to the pole of competitiveness Medicen Paris Region

Main aims: Facilitation and acceleration of new drug creation and development Regrouping on a single geographical site of technological skills,

medical skills and industrial network

Strategic objectives: scientific excellence, innovation at all levels and transversal research

* MIRCen: Molecular Imaging Research Center / ** CEA: French Atomic Energy Commission



The MIRCen project MIRCen :

~ 6.000m² of useful surface area 80 permanent people (~ 150 linked people) Financing: CEA / INSERM / Région Ile-de-France…

Imagery technical board

• Micro-PET/PET*

Animal houses

• Small animals A2 et A3

• Large animals A2 et A3

Laboratories

• Conventional, L2 et L3

• Of behavioral study, of anatomy and of surgery

• MRI/MRS**

* PET: Positon Emission Tomography // ** MRI/MRS: Magnetic Resonance Imagery / Spectroscopy



Research question How to design, anticipate and optimize the functioning of

such a pole of competence?

Contribution of the systemic approach to the design of an organization



Proposal for ageneral method

MIRCen




The SCOS’D* method

?

STEERING

Strategic objectives

Means

Processes

Systemsand phases

Stakeholders

Issues

DeliverablesActivities

€

(RE)DESIGN

Values* SCOS’D: Systemics for ComplexOrganizational Systems’ Design


Inst

alla

tion

Exp

loita

tion

1. Systems and phases decomposition

Generate and produce scientific results original and innovative

Processes Flows

Activities KnowledgeCompetencies

MeasurePositioningMeansHuman resources

Animal housesMaterials

: Installation system : Decision system: Activities system

Processes and flows definition

RecruitmentFormation

SpecificationInstallation

Recruitment policy

Measure definition

Measure control

Objectives definition

Processes and flows execution and

control

Competencies and knowledge

management

Tools use and management


the objectives Define

Objectives definition

Inst

alla

tion

Exp

loita

tion

Generate and produce scientific results original and innovative

Processes Flows

Activities KnowledgeCompetencies

MeasurePositioningMeansHuman resources

Animal housesMaterials

: Installation system : Decision system: Activities system

Processes and flows definition

RecruitmentFormation

SpecificationInstallation

Recruitment policy

Measure definition

Measure control

Processes and flows execution and

control

Competencies and knowledge

management

Tools use and management

1. Systems and phases decomposition

strategic


METHODOLOGICAL ACTIVITY SYSTEM

PROVISIONING ACTIVITYSYSTEM

VALORIZATION ACTIVITYSYSTEM

SCIENTIFIC ACTIVITYSYSTEM

INSTALLATION SYSTEM DECISION SYSTEM

ACTIVITIES SYSTEM

Schedule of conditions

Needs for research / customers

Strategic requirements

Realization Repositioning

Scientific production

Systems and subsystemsof the MIRCen integrated

research center


Phases of the decision system

STRAT. DECISION-MAKING

DECIS. STRUCT. CONSTITUTION

DECIS. STRUCT. DISSOLUTION

Time



2. Stakeholders list


1. Customers Who do the strategic decisions bring an added value to?

1.1. Final customers Who are the strategic decisions intended to?

1.2. Shareholders Who invests (time, money…) in the decision-making?

1.3. Employees Who realizes this decision-making?

1.4. Mankind What is the contribution of these decisions to the society?

2. Environment In which environment is the strategic decision-making located?

2.1. Competitors Who are the competitors of this decision-making?

2.2. Suppliers Who provides the necessary elements for the decision-making?

2.3. Market What is the market of this decision-making?

2.4. Mankind Which society constraints does the decision-making have to respect?


3. Stakeholders’ expectations list For each stakeholder (examples):


1. Customers

1.1. Final customers 1/2/…

Activities system 6/ a. French StateCEA b. European Union

1.2. Shareholders 1/2/

CEA 3/ Région Ile-de-FranceINSERM …

1.3. Employees 1/ Decision structure …

1.4. Mankind 1/3/…

Scientific community 2/ Sick population

Industrial community 4/ Poles and networks

2. Environment In which environment is the strategic decision-making located?

2.1. Competitors …


4. Processes, activities and means setting up In function of the expectations of the stakeholders:

Setting up of the processes

Setting up of the activities

Setting up of the means

Steering process: Verification of the correspondence between strategic objectives

and realization

Decomposing the life cycle into phases -

Clarifying the finalities of

each customer

Formulating the finalities

into deliverables

Developing processes to product the

deliverables

Affecting the necessary

resources Realizing

the processes

Controlling the satisfaction of the demands and the respect

of the constraints



First resultsof the study

MIRCen




A first model of MIRCen…



* SCOS’C²: Systemics for Complex Organizational Systems’ Command and Control

… and a first tool of simulation of MIRCen

called SCOS’C² *



Conclusion

MIRCen




Conclusion An exploratory research about a method:

To design flexible and agile organizational structures

To integrate company’s stakeholders’ expectations for all phases

To manage the evolution of the organizational structure

To set up an analytical management system (economic value + other values)

To guaranty that each process and each component of the organization has an added-value (by building)

Tool of aided design of processes and organizations

Tool of aided management of organizations


Costs (€)

Values

System « … »

Phase « … »


Perspectives Perspectives:

To develop and enrich this method for MIRCen

Favorable context: real case from a white page to the opening of the center foreseen mid-2008



Thank you for your attention

If you have any questions…


management system aided design: healthcare r&d center application

Documents

perspectivespresentation

processespresentation

thempresentation iesm

integrated research

management system aided

transversal research

complex system

medical skills