Management approaches in the field of smart
Esmaeil Mazroui Nasrabadi; Zahra Sadeqi Arani; Mostafa Salmannejad
Abstract
AbstractThe implementation of Industry 4.0 in the healthcare sector to improve community health is of great importance. Therefore, it is crucial to identify the critical success factors for implementing Industry 4.0 in the healthcare sector, model them, and analyze scenarios for targeted interventions. ...
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AbstractThe implementation of Industry 4.0 in the healthcare sector to improve community health is of great importance. Therefore, it is crucial to identify the critical success factors for implementing Industry 4.0 in the healthcare sector, model them, and analyze scenarios for targeted interventions. This issue has not been investigated in previous studies, and this research aims to fill this research gap. This research was conducted in two qualitative and quantitative stages. The statistical population was experts in both stages, and the judgmental and snowball sampling methods were used. The first stage had a population size of 17, determined based on theoretical saturation, while the second stage had a population size of 10. Thematic analysis was used as the data analysis method in the first stage, and fuzzy cognitive mapping was used in the second stage. The results showed that "competent managers," "support and cooperation," and "competent human resources" have the most significant impact, while "project management," "appropriate planning," and "support and cooperation" are the most susceptible. Furthermore, "support and cooperation," "appropriate planning," and "project management" are the most central. Three forward and three backward scenarios were designed for more effective interventions. It is recommended to improve the organization's educational system, strengthen the succession system, implement transparent contracts, and improve the quality of human resource management to achieve independent variables. IntroductionThe health sector is of great importance to governments. Recent developments in technology (especially industry 4.0) have led to a transformation in the health sector, and if the health sector fails to adapt to these developments, it will face serious damage. These developments have led to widespread benefits such as reduced costs, increased productivity, and increased quantity and quality of service. Failure to pay attention to this transformation can lead to the loss of competitive advantage and lack of proper control of the disease, so the factors that can lead to successful implementation of Industry 4.0 must be identified. This research has three steps. The first step is to identify critical success factors in the implementation of Industry 4.0 in health care.In the second step, the modeling of these factors is discussed to determine the role of each CSF and their relationships. Finally, by identifying the backward and forward scenarios, it is possible to apply targeted interventions. Literature ReviewThe 4th Generation Industrial Revolution has transformed healthcare into healthcare 4.0. Like the industry that has gone through different generations, healthcare has also had different generations: Healthcare 1.0, Healthcare 2.0, Healthcare 3.0, and Healthcare 4.0 (Oduncu, 2022). Health 4.0 is a continuous and transformative process for converting the entire healthcare supply chain. With the help of health care 4.0 patients get rid of negative conditions such as the progression of their disease, and new inventions in the field of health that reduce human death, and prevent the prevalence of diseases. The patient's records are also safe and used if necessary (Oduncu, 2022). In this generation of health, IOT, intelligent measurement, cloud computing, big data analysis, artificial intelligence, automatic control, and automatic and robotic implementation are combined, to create not only digital health products and technologies but also digital health services. (Pang et al., 2018). MethodologyTo answer the research questions, two qualitative and quantitative steps have been performed. In the qualitative stage, the CSFs for the implementation of Industry 4.0 in the healthcare sector were identified. The method of sampling is purposeful, and the sample size was determined by theoretical saturation. Semi-structured interviews and thematic analysis method has been used to gather and analyze the data. In the second stage, the conceptual model of the CSFs of Industry 4.0 implementation was extracted. Using a researcher-made questionnaire data was collected and modeling CSFs was carried out using the fuzzy cognitive map method and Pajek and FCMapper software. ResultsIn the first stage, based on interviews, 32 CSFs were identified in the healthcare sector and categorized into 11 groups that is:Future study and gaining experienceProject ManagementCompetent managersCompetent human resourceThe rule of lawProper hardware and softwareOrganizational readiness analysisComplete ecosystemProper planningFinancingSupport and cooperationPublic education (for the community)The fuzzy cognitive map method was used to identify CSFs model. Out of the 12 CSFs studied, 2 variable is drivers, "competent managers" and "organizational readiness analysis"; and two receivers are "project management" and "public education" factors. The remaining 8 factors have ordinary status, meaning that they have both effective and effective roles. In the first backward scenario, the "project management" factor was considered as the target factor to create a scenario path. During the process of drawing this scenario, the "proper hardware and software" factor was determined as the starting point of the scenario. The path of this scenario shows the high importance of the "proper hardware and software" factor in improving the current state of project management. The second and third scenario pathways are part of the first scenario, which indicates the high importance of "proper hardware and software" and "support and cooperation" in Healthcare 4.0.The first forward scenario path shows that as the "competent managers" factor improves, the maximum improvement in the "competent human resource" will be formed because competent managers are unable to work with ordinary human resources and feel more damaged. The second and third scenarios as part of the first scenario also emphasize its double importance. Overall, it can be claimed that the existence of competent managers and competent human resources and their support and cooperation with each other are considered to be the most important factors that will strengthen the success of the health sector in the implementation of the fourth-generation industry. Discussion and ConclusionThe research findings include important suggestions for healthcare managers in the implementation of the fourth-generation industry. According to the findings from the backward scenario, it is suggested that the most priority for the “proper hardware and software” factor is considered as the essential starting point in this project; because if it is ignored, the human resources involved will not take this project seriously and therefore will not take action for other factors. But the presence of this factor, as can be seen in all three paths, can have the most important impact on the support and cooperation of the organization's managers and human resources. These factors will also activate management activities such as project management and planning. It is also recommended to use competent and specialist managers at the starting point of the project. Experienced and expert managers will be able to make the most of the organization's human resources capacity and provide the best possible way to provide the required hardware and software.
