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Improving ‘knife to skin time’: process modelling and new technology in medical work

Research output: Contribution to Journal/Magazine › Journal article

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Improving ‘knife to skin time’: process modelling and new technology in medical work. / Clarke, K.; Hartswood, Mark; Procter, R. et al.
In: Healthcare Informatics Journal, Vol. 8, No. 1, 03.2001, p. 39-42.

Research output: Contribution to Journal/Magazine › Journal article

Harvard

Clarke, K, Hartswood, M, Procter, R, Rouncefield, M, Slack, R & Williams, R 2001, 'Improving ‘knife to skin time’: process modelling and new technology in medical work', Healthcare Informatics Journal, vol. 8, no. 1, pp. 39-42. https://doi.org/10.1177/146045820200800107

APA

Clarke, K., Hartswood, M., Procter, R., Rouncefield, M., Slack, R., & Williams, R. (2001). Improving ‘knife to skin time’: process modelling and new technology in medical work. Healthcare Informatics Journal, 8(1), 39-42. https://doi.org/10.1177/146045820200800107

Vancouver

Clarke K, Hartswood M, Procter R, Rouncefield M, Slack R, Williams R. Improving ‘knife to skin time’: process modelling and new technology in medical work. Healthcare Informatics Journal. 2001 Mar;8(1):39-42. doi: 10.1177/146045820200800107

Author

Clarke, K. ; Hartswood, Mark ; Procter, R. et al. / Improving ‘knife to skin time’ : process modelling and new technology in medical work. In: Healthcare Informatics Journal. 2001 ; Vol. 8, No. 1. pp. 39-42.

Bibtex

@article{b358e3bcd1904523bb9acc81b30f7fa7,
title = "Improving {\textquoteleft}knife to skin time{\textquoteright}: process modelling and new technology in medical work",
abstract = "As healthcare becomes information intensive technology increasingly plays an important role in managing patient care; information gathering and dissemination; and co-ordinating work. One approach to ensuring resources, staff and systems are allocated and used efficiently is process modelling. This paper presents some findings from the Dependability Interdisciplinary Research Collaboration (DIRC) project, on {\textquoteleft}process modelling{\textquoteright} as an aspect of managerial activity and the work involved in both creating and implementing process maps or models. Our ethnographic investigations document some of the problems in developing process maps of medical activity as part of a desire to {\textquoteleft}improve knife to skin time{\textquoteright}. We suggest that process maps are not systematic, rational, scientific deductions of the most efficient process. Process maps are locally sensible versions of best practice, and problems may arise where such locally sensible versions are exported throughout an organization to other settings where other relevances may apply.",
keywords = "Process modelling, information systems, managerial work",
author = "K. Clarke and Mark Hartswood and R. Procter and M. Rouncefield and R. Slack and R. Williams",
year = "2001",
month = mar,
doi = "10.1177/146045820200800107",
language = "English",
volume = "8",
pages = "39--42",
journal = "Healthcare Informatics Journal",
issn = "1741-2811",
publisher = "SAGE Publications Ltd",
number = "1",

}

RIS

TY - JOUR

T1 - Improving ‘knife to skin time’

T2 - process modelling and new technology in medical work

AU - Clarke, K.

AU - Hartswood, Mark

AU - Procter, R.

AU - Rouncefield, M.

AU - Slack, R.

AU - Williams, R.

PY - 2001/3

Y1 - 2001/3

N2 - As healthcare becomes information intensive technology increasingly plays an important role in managing patient care; information gathering and dissemination; and co-ordinating work. One approach to ensuring resources, staff and systems are allocated and used efficiently is process modelling. This paper presents some findings from the Dependability Interdisciplinary Research Collaboration (DIRC) project, on ‘process modelling’ as an aspect of managerial activity and the work involved in both creating and implementing process maps or models. Our ethnographic investigations document some of the problems in developing process maps of medical activity as part of a desire to ‘improve knife to skin time’. We suggest that process maps are not systematic, rational, scientific deductions of the most efficient process. Process maps are locally sensible versions of best practice, and problems may arise where such locally sensible versions are exported throughout an organization to other settings where other relevances may apply.

AB - As healthcare becomes information intensive technology increasingly plays an important role in managing patient care; information gathering and dissemination; and co-ordinating work. One approach to ensuring resources, staff and systems are allocated and used efficiently is process modelling. This paper presents some findings from the Dependability Interdisciplinary Research Collaboration (DIRC) project, on ‘process modelling’ as an aspect of managerial activity and the work involved in both creating and implementing process maps or models. Our ethnographic investigations document some of the problems in developing process maps of medical activity as part of a desire to ‘improve knife to skin time’. We suggest that process maps are not systematic, rational, scientific deductions of the most efficient process. Process maps are locally sensible versions of best practice, and problems may arise where such locally sensible versions are exported throughout an organization to other settings where other relevances may apply.

KW - Process modelling

KW - information systems

KW - managerial work

U2 - 10.1177/146045820200800107

DO - 10.1177/146045820200800107

M3 - Journal article

VL - 8

SP - 39

EP - 42

JO - Healthcare Informatics Journal

JF - Healthcare Informatics Journal

SN - 1741-2811

IS - 1

ER -