Development of a maturity model for demand and capacity management in healthcare

• Published in: BMC health services research 2024-09, Vol.24 (1), p.1109-14, Article 1109
• Main Authors: Myrberg, Karin, Wiger, Malin, Björkman, Annica
• Format: Article
• Language: English
• Subjects: Analysis; Capacity Building; Case studies; Chronic illnesses; Delivery of Health Care - organization & administration; Demand and capacity management; Health care industry; Health Services Needs and Demand; Health-Promoting Work; Healthcare; Hospitals; Humans; Hälsofrämjande arbete; Interviews; Maturity model; Models, Organizational; Patients; Production planning; Qualitative Research; Research methodology; Sweden
• ISSN: 1472-6963; 1472-6963
• DOI: 10.1186/s12913-024-11456-4

The aim of this paper is to develop a maturity model (MM) for demand and capacity management (DCM) processes in healthcare settings, which yields opportunities for organisations to diagnose their planning and production processes, identify gaps in their operations and evaluate improvements. Informed by existing DCM maturity frameworks, qualitative research methods were used to develop the MM, including major adaptations and additions in the healthcare context. The development phases for maturity assessment models proposed by de Bruin et al. were used as a structure for the research procedure: (1) determination of scope, (2) design of a conceptual MM, (3) adjustments and population of the MM to the specific context and (4) test of construct and validity. An embedded single-case study was conducted for the latter two - four units divided into two hospitals with specialised outpatient care introducing a structured DCM work process. Data was collected through interviews, observations, field notes and document studies. Thematic analyses were carried out using a systematic combination of deductive and inductive analyses - an abductive approach - with the MM progressing with incremental modifications. We propose a five-stage MM with six categories for assessing healthcare DCM determined in relation to patient flows (vertical alignment) and organisational levels (horizontal alignment). Our application of this model to our specific case indicates its usefulness in evaluating DCM maturity. Specifically, it reveals that transitioning from service activities to a holistic focus on patient flows during the planning process is necessary to progress to more advanced stages. In this paper, a model for assessing healthcare DCM and for creating roadmaps for improvements towards more mature levels has been developed and tested. To refine and finalise the model, we propose further evaluations of its usefulness and validity by including more contextual differences in patient demand and supply prerequisites.