Electronic Theses and Dissertations (Masters)
Permanent URI for this collectionhttps://hdl.handle.net/10539/37972
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Item The Enhancement of the SDLC Methodology utilised in the Delivery of Digital Healthcare Products(University of the Witwatersrand, Johannesburg, 2024) Asamoah-Bekoe, Michael; Sunjka, BernadetteThe digital healthcare industry has experienced significant growth in recent years, resulting in increased competition among companies operating in this market. Company X, a competitor in this industry, utilises a mixed set of methodologies across their teams, where some methodologies may be outdated. With the emergence of new software development lifecycle methodologies (SDLC), it is crucial for Company X to adapt their current approach to remain competitive. As part of a research study, 24 participants from various teams in Company X were interviewed to gain insights into the industry, the current methodology being used, and how management could ensure a smooth transition to a new SDLC methodology. According to the study results, 21% of participants from Team A-D were unwilling to change their current methodology, while 37% were willing to make a switch. The remaining 42% were indifferent, with their decision depending on the reason for the transition. Based on the literature review and the findings from the study, a conceptual framework was developed to guide the process of transitioning to a new SDLC methodology.Item Factors influencing innovation in public healthcare in South Africa: A critical analysis(University of the Witwatersrand, Johannesburg, 2024) Nkosi, Mbali Rosemary; Siriram, RajenlallHealthcare innovation has proven to reduce morbidity and mortality rates by enhancing healthcare delivery. Most of the South African population depends on the public healthcare system for health needs. The morbidity and mortality rates in South Africa are much higher compared to other middle-income countries in the world. To enhance healthcare delivery in South Africa, understanding the factors that influence innovation in public healthcare is important. Therefore, this research aims to provide a comprehensive understanding of the factors influencing innovation in public healthcare in South Africa and the potential impact of innovation on the country's healthcare system. The main objectives of this study are to determine the level of successfully implemented innovation in public healthcare and the factors influencing it. Existing literature identifies several factors that influence innovation in public healthcare, including design empathy, technological infrastructure, decision-makers, human capital, and organisational culture. This study also investigates the readiness of the public health sector to embrace innovation and the strategies in place for implementing innovation in public healthcare. A gap was identified in the existing literature. There is evidence in literature is that healthcare innovation centres in South Africa and their impact on the adoption of innovation in public healthcare were only covered marginally by existing literature. To bridge this gap, this study provides results on the status of suitable research and development hubs for testing healthcare innovation prototypes in South Africa and their impact on the adoption of innovation in public healthcare. Currently, there are limited health innovation centres in South Africa. This study posits that an increase in the number of healthcare innovation centres would increase evidence-based innovation which would increase the uptake of innovation in public healthcare. A qualitative research approach was used to acquire descriptive information on the factors that influence innovation in healthcare through interviewing participants. Semi-structured interviews were used as the primary instruments of data collection. The interviews were then subjected to a thematic analysis. One of the significant findings of this research is that the lack of funding in public healthcare hinders innovation in the public healthcare system. Also, the rigorous regulatory requirements pertaining to healthcare innovation tend to cause uncertainty and delays, which in turn reduces the funding available for innovative projeItem An investigation of factors contributing to long waiting of patients collecting repeat medication in a tertiary hospital pharmacy(University of the Witwatersrand, Johannesburg, 2022) Oladipupo, Rekgopetse Victoria; Sunjka, B.According to the World Health Organization (WHO) patient waiting time is identified as a key measurement to a responsive healthcare service and is an important indicator of quality of services offered by hospitals (NDoH, 2011) as it affects the patient’s responsiveness to the services received (NDoH, 2011; SA FAM PRACTICE, 2008; Tegabu, 2008; Pandit et, al. 2016). Long waiting times at healthcare facilities undermines the services rendered resulting in compromised or unfulfilled patient care (Afolabi & Erhun, 2003). This research studies the processes associated with the collection of repeat medication in a tertiary hospital pharmacy in order to identify value adding activities and non-value adding activities that could be impacting patient waiting time using the Lean thinking concept of driving out waste. A qualitative observational method was therefore employed to observe all the steps involved during the journey of the patient collecting repeat medication from the registration point until medication was issued at the pharmacy. Value stream mapping (one of Lean Thinking principle) was employed to analyze the processes that took place. Patient waiting time was also measured from the registration point to the pharmacy. On average patients had to wait a total 159 minutes before they could access services both at the registration point (67 minutes) and at pharmacy (92 minutes). The service time was 29 minutes at both registration point (11 minutes) and pharmacy (18 minutes). Of the 18 minutes pharmacy service time; eight minutes were found to be value-adding while 10 minutes were non-value-adding mainly due to prescriptions waiting on queue to be picked, waiting to be signed by the pharmacist and waiting to be issued out to the patient. Lack of a dedicated pharmacy service points exclusively for chronic repeat patients, manual dispensing, illegible doctor’s prescriptions, were found to prolong the time it takes the Pharmacist to complete a prescription. Post Basic Pharmacist Assistants performing duties that could be performed by a less qualified staff (e.g., Learner Basic Pharmacist Assistants) during peak hours was not value adding and thus decreasing productivity. The level of staff commitment in addressing issues of quality such as long waiting time was questionable. The demand / workload and capacity during the early hours of business at the registration point did not seem to match, thus resulting in bottlenecks at the patient registration point and throughout the system.Item An Investigation of Factors Contributing to Long Waiting of Patients Collecting Repeat Medication in a Tertiary Hospital Pharmacy(University of the Witwatersrand, Johannesburg, 2023-02) Oladipupo, Rekgopetse Victoria; Hattingh, Teresa; Sunjka, BernadetteAccording to the World Health Organization (WHO) patient waiting time is identified as a key measurement to a responsive healthcare service and is an important indicator of quality of services offered by hospitals (NDoH, 2011) as it affects the patient’s responsiveness to the services received (NDoH, 2011; SA FAM PRACTICE, 2008; Tegabu, 2008; Pandit et, al. 2016). Long waiting times at healthcare facilities undermines the services rendered resulting in compromised or unfulfilled patient care (Afolabi & Erhun, 2003). This research studies the processes associated with the collection of repeat medication in a tertiary hospital pharmacy in order to identify value adding activities and non-value adding activities that could be impacting patient waiting time using the Lean thinking concept of driving out waste. A qualitative observational method was therefore employed to observe all the steps involved during the journey of the patient collecting repeat medication from the registration point until medication was issued at the pharmacy. Value stream mapping (one of Lean Thinking principle) was employed to analyze the processes that took place. Patient waiting time was also measured from the registration point to the pharmacy. On average patients had to wait a total 159 minutes before they could access services both at the registration point (67 minutes) and at pharmacy (92 minutes). The service time was 29 minutes at both registration point (11 minutes) and pharmacy (18 minutes). Of the 18 minutes pharmacy service time; eight minutes were found to be value-adding while 10 minutes were non-value-adding mainly due to prescriptions waiting on queue to be picked, waiting to be signed by the pharmacist and waiting to be issued out to the patient. Lack of a dedicated pharmacy service points exclusively for chronic repeat patients, manual dispensing, illegible doctor’s prescriptions, were found to prolong the time it takes the Pharmacist to complete a prescription. Post Basic Pharmacist Assistants performing duties that could be performed by a less qualified staff (e.g., Learner Basic Pharmacist Assistants) during peak hours was not value adding and thus decreasing productivity. The level of staff commitment in addressing issues of quality such as long waiting time was questionable. The demand / workload and capacity during the early hours of business at the registration point did not seem to match, thus resulting in bottlenecks at the patient registration point and throughout the system.