London Ambulance Service - Assignment Example

London Ambulance Service; A New System Causes a Disaster Level 2 Assignment By Affiliation Ongoing confirmation/modification of the previous identification of the work system of interest; London Ambulance Service (LAS) has implemented a new system that is a rule-based with automatic analytical approach. The pervious working style of the London Ambulance Service was semi-automatic. This new system takes the information from ambulance crews for the formation of possible decisions. In this new system the physical working and handling factor were removed to make decision automatically and quickly. 2- Identification of the problems or opportunities related to this work system. The new system of the London Ambulance Service has been implemented with a lot of potential opportunities. The main potential opportunity behind this system implementation was automatic and fast dispatching of complaints and calls. This system was aimed at minimizing the response time that was 14 minutes before the implementation. However this new system is not able to work is a better way due to some technical problems, such as, system was not completely developed, tested, or checked for full load handling. 3- Identification of factors that contribute to these problems/opportunities; Implementation of new London Ambulance Service brought us no opportunities. There are huge problems regarding the handling and management of the system. The factors that contribute to the system problems are the less training of the working staff. The workers of the London Ambulance Service that were assigned to the new system handling were not confident for the enhanced system handling and management. In this way they faced lot of problems regarding the better management of system during the full load operations. 4- Identification of constraints that limit the feasibility of recommendations that may be made; The main constraint regarding the failure of London Ambulance Service is regarding the inadequately tested system. The new system for London Ambulance Service was implemented without comprehensive testing and this makes the system harder to working in original working environment. This system was not properly tested regarding the enhanced implementation in overall working structure. This system was not able to tackle the whole system load and overall working was slowdown due to slow working and performance of system. 5- Summarization of the work system, using a work system snapshot. London Ambulance Service has implemented a rule based system for the automatic management of the complaints and class for the ambulance service. This system was developed with aim of minimizing the overall manual working load and enhancing the response time against any emergency call for the help. This system was developed to take input from ambulance crew for the management of plan and make the decision against and call for help. This system was not effectively tested. When this system was implemented it slowed down the overall processing of complaints and huge damage was happened due to long response time against any complaint. 6- Who are the customers and what are their interactions with the work system? London Ambulance Service was the main customer of system. The main intention of the London Ambulance Service was to provide the facility of emergency help to the public with minimum time. The minimization of the response time was only possible through the reduction in the manually processed complaints. This system was rule based system that takes the decision fast for minimizing the average response time. 7- How good are the products and services produced by the work system? London Ambulance Service was not able to provide the expected results as they were planned. The overall system implementation was a failure. The first night of the system implementation had created a mess in the overall city. All this happened due to slow response to emergency class. Wrong scheduling of the system and deploying more than one ambulance to the similar place were the real problems states. The main service for which system was developed has turned out to be a difficulty for the overall handling of complaints. 8- How good are the internal work practices? The internal work practices of the London Ambulance Service employees were excellent and they have established a maximum average response time of fifteen minutes. The workers of the London Ambulance Service were committed to their job and were aimed at providing enhanced services to public. The implementation of new system was done though a very small training of the working staff. This less experience was the real mess for the system failure. 9- How well are the skills and interests of work system participants matched to the work systems purpose? Implementation of the new system made lot of conflicts in the minds of working staff. Implementation of an automatic system can reduce the need of staff that is required for the overall management of the London Ambulance Service. The confusion made them to think that this new system has replaced them and now there was no need for their services. At this point they have not taken the system with open hearts. The less dedication to new system leads to failure of the overall system working and management of complaints. 10- How might better information or knowledge help? One of the main reasons of the system failure of London Ambulance Service was the un-appropriate and dirty data. This new system was unable to tackle data or information that was not matching to its rule based databases. In this scenario the system responded in wrong way for the overall working of the system. The importance of the better and clear information for enhanced processing and better decision making is vital. The emergency crew of the ambulance was also not able to convey appropriate data that also brought lot of difficulties. This all happened due to less training and dedication to new system. 11- How might better technology help? Rules based system or expert systems are the main soul of the machine based decision making. The development of artificial intelligence in machine requires a heavy knowledge base. This knowledge base is huge store of the information about the relevant areas of working (Laudon & Laudon, 1999). The London Ambulance Service system was based on the new technology of the rule based system that was having the capability of the intelligent decision making and minimizing human intervention (manual working). This technology is really effective because it implements an artificial intelligence to system for the better decision making and minimizing the human working (Russell & Norvig, 1995). 12- How well does the work system fit with its near environment? London Ambulance Service work system was not appropriately fitted with its near environment. There are lot reasons behind this and main reasons can be less effective testing, incomplete system implementation, untrained working staff, and internal conflicts. This system effective fit was only possible through the effective handling and management of all the factors associated to overall project. 13- Is infrastructure treated as a genuine resource? The overall infrastructure of the London Ambulance Service was utilized effectively for the enhanced management of new system. Previously London was distributed in three zones and managed through independent but internally linked stations. For the implementation of the new system London Ambulance Service had totally transformed the structure and developed a single zone for the processing of complaints and emergency calls. Therefore we can say that overall infrastructure was utilized effectively for the enhanced implementation of the new system. 14- How appropriate is the work systems strategy? The work systems strategy was not as such extremely appropriate. The new system implementation and working strategy was developed on huge risk. The system was not in such position regarding the implementation but it was implemented and huge damage was happened in this regard. The training of the workers and employees was not done at such enhanced level for the enhanced management of overall tasks involved in the system. Therefore we can conclude that overall system working system strategy was not good enough. 15- In totality, how well does the work system operate? If we conclude the new system then we can say that it was a failure. This new implementation was not able to obtain the specified goals those are the main intention of the London Ambulance Service. There are several reasons behind this collapse; those are stated in the above answers. Therefore we can say that this system was unable to achieve the main intentions those are established before the system development. 16- In summary, what are the recommended changes? The new system for the London Ambulance Service requires extensive transformations in the overall working structure of the system. This new system requires more enhanced testing and fixation of lot of bugs regarding the system working. This new system also necessitates effective planning for system implementation that involves the series wise replacement of old working system. In this scenario we need to concentrate mainly on workers training and skills improvement for handling new system. 17- How does the preferred alternative measure up to other alternatives? There are lots of preferred alternatives those need to implement in place of other alternatives. The main alternatives are system errors management. The system mainly failed due to the errors in overall working structure. The main alternative was the redesigning of the input methods. The new system was unable to handle input of different types and styles. A unique and unified scheme of the input method can make the system effective in working. 18-How far is it from an "ideal" change to the system? The new system for the London Ambulance Service is far away from the overall excellent working and ideal working structure. This system requires extensive changes regarding the transformation of the main working areas. These working areas are not properly operational with the old style of operations. Here we also need to concentrate on the staff training and enhancement of working skills for the overall system handling. 19-How well are the original problems and opportunities addressed? This new system was mainly targeting the main areas those are lacking the overall working performance. The response time is larger due to the physical working and manual processing of requests. This system has given the idea of the automatic system handling and management of all tasks in the concerned areas. The response time was expected to minimize through incorporation of a well defined structure for the processing of different emergency calls. 20-In themselves, do the recommended changes create new problems or opportunities? The recommended changes will create new opportunities. When system will incorporate all recommended transformations then we can expect that new system will provide enhanced services and processing support for the effective handling of the emergency complaints. The potential enhancement in system can be small response time for all types of complaints, quick decision making, minimizing human interaction, and establishing a cartelized emergency management center. 21-How well does the proposed work system confirm to work system principles? The proposed system will enhance the overall working structure of the London Ambulance Service. This new system is aimed at providing a better working and handling structure for the emergency management and calls handling. This system is expected to provide a better facility for the quick response and ease of management. Therefore this system confirms the work system principles. 22-By what means can the recommendations be implemented? Incorporation of a comprehensive research for the effective management of user compliant management and rule based system implementation. Here we need to enhance the rules based structure of the London Ambulance Service new system. This enhancement of rule based system will enhance the processing power of the emergency management system. Therefore implementation of better research in artificial intelligence and decision making systems can provide us opportunity for the better system implementation. 23-Will stakeholder interests influence the new systems success? There are three main stakeholders in London Ambulance Service new system implementation. London Ambulance Service administration London Ambulance Service employees General public London Ambulance Service administration and general public both are aimed for the effective system implementation and working. Both stakeholders require swift and prompt decision making at availability of fast relief and safety services at proper place. London Ambulance Service employees are little bit afraid from this system implementation. This happened due to the minimization of the human role in the management and handling of the overall system. In case of this system success the number of workers required for the overall system management and handling structure will be minimized and this reason can influence the interests of London Ambulance Service employees 24-Are the recommended changes reasonable in terms of costs, benefits, and risks? The recommend transformations are reasonable because the new system with enhanced management and working capabilities will provide the ease for the handling of various tasks and minimizes the cost in numerous ways. For instance the number of employees will be reduced due to elimination of the manual working and handling tasks. 25-Are there important assumptions than the analysis and justification that is made that are questionable? The main assumption of this system implementation is the handling of all the types of complaints and emergency calls with same format. This assumption provides us a facility for the handling of all complaints with the same forte. In this way the processing of the system will be done with same pace and no conflict will happen regarding the handling of complaints. Bibliography Berson, A., Smith, S., & Thearling, K. (2000). Building Data Mining Applications for CRM . McGraw-Hill. Laudon, K. C., & Laudon, J. P. (1999). Management Information Systems, Sixth Edition. New Jersey: Prentice Hall . Russell, S. J., & Norvig, P. (1995). Artificial Intelligence: Modern Approach. London: Prentice Hall. Read More