Contact:

Send Email

    Doctoral Student

    Jillian Berry Jaeker

    Jillian Berry Jaeker is a doctoral candidate in the Technology and Operations Management unit with a focus on healthcare operations. Her work centers on resource utilization in hospitals and its effects on operational efficiency and quality of care.

    Prior to entering HBS, Jillian graduated from the Massachusetts Institute of Technology in 2008 with a Bachelor of Science in Management (concentration Finance). During that period she interned in a tissue engineering laboratory at Brigham and Women’s Hospital where she worked with adult stem cells to produce new bone tissue in vitro. She interned at the MIT Investment Management Company and was an editor for the MIT Tech.

    Print Entire ProfileMore

    Jillian Berry Jaeker is a doctoral candidate in the Technology and Operations Management unit with a focus on healthcare operations. Her work centers on resource utilization in hospitals and its effects on operational efficiency and quality of care.

    Prior to entering HBS, Jillian graduated from the Massachusetts Institute of Technology in 2008 with a Bachelor of Science in Management (concentration Finance). During that period she interned in a tissue engineering laboratory at Brigham and Women’s Hospital where she worked with adult stem cells to produce new bone tissue in vitro. She interned at the MIT Investment Management Company and was an editor for the MIT Tech.

    Print Entire ProfileLess
    Publications Research Summary Teaching
     
     

    Working Papers

    1. Working Paper | HBS Working Paper Series | 2012

      Hurry Up and Wait: Differential Impacts of Congestion, Bottleneck Pressure, and Predictability on Patient Length of Stay

      Jillian Berry Jaeker and Anita L. Tucker

      High work load, from high inventory levels, impacts unit processing times, but prior operations management studies have found conflicting results regarding direction. Thus, it is difficult to predict inventory's effects on productivity a priori, inhibiting effective capacity management in high load systems. We categorize load into in-process inventory (congestion) and incoming inventory, decomposing the latter into its levels of bottleneck (BN) pressure and predictability, and quantify the magnitudes and directions of change on processing times. Using data from 283 hospitals, we find (1) high congestion increases a patient's hospital stay up to 28%, indicating inefficiencies from overloaded resources; (2) a patient stays up to 11.7% longer if there is a high load of incoming low BN pressure patients, consistent with the slowdown associated with "social loafing"; (3) a patient’s stay is up to 10.2% shorter when there is a high incoming load of predictable patients, consistent with workload smoothing.

      Keywords: Workload; Processing times; healthcare;

      Citation:

      Berry Jaeker, Jillian, and Anita L. Tucker. "Hurry Up and Wait: Differential Impacts of Congestion, Bottleneck Pressure, and Predictability on Patient Length of Stay." Harvard Business School Working Paper, No. 13–052, December 2012.
      CiteView DetailsRead Now Related

    Cases and Teaching Materials

    1. Supplement | HBS Case Collection | 2010 (Revised from original 2008 version)

      Patient Flow at Brigham and Women's Hospital (B)

      Anita L. Tucker and Jillian Alexandra Berry

      The B Case is an email from the ED Director. He clarifies where the process deviations occurred.

      Keywords: Change Management; Health Care and Treatment; Service Operations; Business Processes; Performance Productivity; Conflict and Resolution; Health Industry; Massachusetts;

      Citation:

      Tucker, Anita L., and Jillian Alexandra Berry. "Patient Flow at Brigham and Women's Hospital (B)." Harvard Business School Supplement 608-172, November 2010. (Revised from original June 2008 version.)
      CiteView DetailsPurchase Related

    2. Case | HBS Case Collection | 2010 (Revised from original 2008 version)

      Patient Flow at Brigham and Women's Hospital (A)

      Anita L. Tucker and Jillian Alexandra Berry

      Brigham and Women's Hospital challenged a team of physicians to improve patient flow from the Emergency Department to Intensive Care Units (ICUs). One of the team members, Selwyn Rogers, Director of the Surgical Intensive Care Unit (SICU) at Brigham and Women's Hospital, encountered workarounds by two physicians attempting to transfer their patients to the SICU because the other ICUs were full. Reflecting on the wasted effort and confusion caused by the workarounds, Rogers sent an email outlining the situation to the team. His email generated a negative backlash and chain of defensive emails from involved staff who felt criticized.

      Keywords: Change Management; Health Care and Treatment; Service Operations; Business Processes; Performance Productivity; Conflict and Resolution; Health Industry; Massachusetts;

      Citation:

      Tucker, Anita L., and Jillian Alexandra Berry. "Patient Flow at Brigham and Women's Hospital (A)." Harvard Business School Case 608-171, October 2010. (Revised from original June 2008 version.)
      CiteView DetailsPurchase Related
    Search all publications by Jillian Berry Jaeker »

    Area of Study

    • Technology and Operations Management
    Resources
    Contact Related Links Resources