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About

About

  • PhD degree in General Management, Strategy and Entrepreneurship (ISCTE-IUL)
  • MSc degree in Healthcare Services Management (ISCTE-IUL) - award of best theses on Procurement by APCADEC
  • Associated guest lecturer of the disciplines: “Project Management” “Quality Management and Lean Thinking”, “Innovation Management in Services” in Management Master Courses at Universidade Católica Portuguesa - Católica Business School
  • Industrial (textille-10 years and healthcare units- 7 years) past professional experience namely in commercial, supply chain, outsourcing and lean management;
  • Author and co-author of International Journals publications and speaker at international conferences;
  • Consultant at national project “Tooling EDGE – produção sustentável de elevado desempenho”.
  • Business developer at INESC TEC Industrial Partnership Service

Interest
Topics
Details

Details

  • Name

    Cristina Machado Guimarães
  • Cluster

    Industry and Innovation
  • Role

    Business Development Manager
  • Since

    01st October 2013
009
Publications

2014

Exploring Interconnections in SCM Body of Knowledge

Authors
De Carvalho, JC; Guimaraes, CM; Martins, AL;

Publication
Journal of Management and Strategy

Abstract

2014

Assessing lean deployment in healthcare-a critical review and framework

Authors
Guimarães, CM; De Carvalho, JC;

Publication
Journal of Enterprise Transformation

Abstract
This article presents a critical review of lean assessment in manufacturing and service settings as a base for development of a lean assessment framework for healthcare organizations, aiming to help them throughout a long journey. Having as starting point lean projects’ failures in four public hospitals, the authors discover the lack of monitoring (among other reasons) as the main issue. This article proposes a monitoring instrument for preventing returns to the comfort zone and guiding the lean journey. The healthcare lean assessment (HLA) can be used as an “as is” diagnosis tool, assessing whether each process should be improved, disrupted, or eliminated and also as an ongoing implementation assessment, providing control measures and correction actions. Although the framework proposed requires empirical testing in further research for universal application, it can help healthcare organizations by providing a transformation roadmap and monitoring instrument and also contributes to the growing stream of academic research in this area. © IIE, INCOSE.

2013

Vendor managed inventory (VMI): evidences from lean deployment in healthcare

Authors
Machado Guimarães, C; Crespo de Carvalho, J; Maia, A;

Publication
Strategic Outsourcing: An International Journal

Abstract
Understanding how VMI benefits serve lean purposes in healthcare and why its outcomes can be difficult to achieve in healthcare settings is the main purpose of this study. An in?depth case study of VMI is presented in the perspective of the downstream member, a public general multi?site hospital, operating as a small scale consolidated service centre in terms of material management, exploring such dimensions as: VMI benefits, risks, barriers and enablers. Despite some unawareness of VMI benefits in healthcare, it can present a waste reduction solution not only in costs but in the quality of care for freeing clinical professionals to clinical tasks, among other savings. The multiple benefits are better explored, as in any relationship building, by investing in partnership creation and overcoming the idiosyncratic barriers of the healthcare sector. Although findings of a single case study are difficult to generalize, the protocol and methodology presented allow replication in other units of analysis with the same inclusion criteria. This paper brings the lean deployment discussion out of the organization's boundaries, showing the interconnections and pointing to the need for future work that would allow healthcare managers to build a lean supply chain. By considering VMI an outsourcing alternative, this paper identifies the lean thinking intent behind such options and enhances the idiosyncratic difficulties in full deployment in the healthcare sector, a less studied setting. © 2013, Emerald Group Publishing Limited

2013

Strategic outsourcing: a lean tool of healthcare supply chain management

Authors
Machado Guimarães, C; Crespo de Carvalho, J;

Publication
Strategic Outsourcing: An International Journal

Abstract
Considering lean thinking inside and beyond the organisation's boundaries, in the extended supply chain, this paper aims to fill a literature gap clearly stating some outsourcing practices as lean practices and establishing a deployment evolution parallel between both practices. A literature review was carried out collecting cases of lean deployment in healthcare, from both scientific and grey literature. Cases were classified according to lean deployment taxonomy in healthcare settings, showing some differences in lean journey stages in 15 countries. There is an alignment between SCM thinking in healthcare and lean thinking that places a SCM decision as outsourcing as a lean practice serving not only strategic intent but solving operational efficiency. There is a match between different outsourcing drivers (transactional, strategic and transformational) and lean maturity levels. The main constraint to deployment of both lean and outsourcing practices are cultural differences. Understanding lean and outsourcing different deployment maturity levels under the national cultural umbrella can open new perspectives to study lean sustainability factors and better outsourcing relationships in healthcare organisations. This paper presents a merger between the state?of?the art of both lean and outsourcing practices in healthcare settings and suggests an outsourcing and lean evolving pathway. © 2013, Emerald Group Publishing Limited