CATWOE analysis is an acronym where different parts of Soft System Methodologies are used to identify the key goals of a business. The problems, as well as the solutions implemented to solve those problems, are identified in this process.
A is the second part of this analysis which stands for Actor. Actors are basically those individuals or stakeholders who take part in the implementation of the overall system. These people carry out the solutions and see what impact those solutions have on the performance. They react in problematic situations to solve the issues.
Actors play a key role in achieving new goals of businesses. CATWOE help in identifying new delivery methods for service where actors help in successful implementation of improvements. In the operations management of hospitals, the use of CATWOE analysis is common to ensure the quality of service. All the elements that constitute to form a comprehensive system from a particular perspective are considered to develop the future action plan (Bergvall-Kåreborn, Mirijamdotter, and Basden, 2014). The actors have to address few important things. The most significant task of the actor is to see the impact of their task and then react accordingly.
In the operations management of kidney dialysis, the actors can be professionals who improve the quality and efficiency of dialysis. The actors coming under this head can be doctors, nurses, management staff, and operating staff.
The guidelines followed for effective operations management should be communicated properly to all the actors so that the dialysis is carried out successfully. This thing makes it easy for the soft systems method to grasp the idea of multiple aspects (Basden, 2006). These actors are responsible for the overall procedure to be successful so they have a high impact on the key procedure. Operation and management staff make sure to deliver all the required services in time for support.
In the process of business redesigning, the activities assigned to the actors should be made very clear so that they can perform according to the expectation (Slack, 2015). In case of an emergency, the actors should be prepared enough that the urgent need is catered properly. There are a lot of challenges faced by hospital staff especially in the section of kidney dialysis, so the need of the customer should not be compromised at any cost.
Thinking from the perspective of OM, I believe that complete process of Kidney dialysis should be managed effectively by the actors. Doctors, as well as operational staff, should work in a way that the emergency situations are addressed immediately. Each actor should be very clear about the working he has to perform so that in delay one operation would not hinder the overall process. I consider that by having a distinct and clearly understood role, the complete performance of actor will improve.
Management of kidney dialysis is a critical task in the hospital so the challenges faced during this process should be encountered in a tactful way by the actors taking part in this process. The principles of operations management should be implemented in the complete system so that the efficiency, as well as the quality of service, can be improved. The complete program of managing operations in kidney dialysis department should go under the review of professionals and expert doctors so that any mistake does not go unnoticed. Strategies should be made to manage the patient flow to entertain high-risk patients at first. By following all these programs carefully, kidney dialysis operations can be managed easily.
Bergvall-Kåreborn, B., Mirijamdotter, A., & Basden, A. (2004). Basic Principles of SSM Modeling: An Examination of CATWOE from a Soft Perspective. Systemic Practice And Action Research, 17(2), 55-73. doi:10.1023/b:spaa.0000018903.18767.18
Basden, A., & Wood-Harper, A. (2006). A philosophical discussion of the root definition in soft systems thinking: an enrichment of CATWOE. Systems Research And Behavioral Science, 23(1), 61-87. doi:10.1002/sres.689
Slack, N. (2015). Operations Strategy. Wiley Encyclopedia Of Management, 1-2. doi:10.1002/9781118785317.weom100160