Week 4 / OPS574

As-Is Process Flowchart Evaluation

Health Emergency Department Workflow As-Is Process

It was efficient. As the healthcare facility's patient load has grown, waiting times have increased, lowering patient satisfaction. The cashier receives customers from the registration office to pay consultation fees and patients from the pharmacy to pay for their home medication as more people use Health. The as-is process's reliance on patient identification numbers at the cashier causes long turnaround times from patient arrival to home release or in-patient.

Process Improvement Flowchart

The measurement metric for the process improvement include

The time is taken between

i. Registration to Triage

ii. Triage to Cashiers

iii. Cashiers to Doctor

Patient registration, evaluation by a doctor, and decision regarding further testing or prescription dispensing should all take place within 15 minutes under the new system.

Health Emergency Department Workflow flowchart

Summary

To achieve the company's bottom line, process improvement is an essential process that focuses on making constant adjustments to organizational procedures. The Health organization is one of the most vibrant and rapidly expanding community hospitals, with patient numbers increasing exponentially every day. Patient satisfaction has been on the decline over the past few months as a result of the emergency department's initial workflow process during the building's development. According to the comments, the longest waiting time for patients to see a doctor or nurse for an initial evaluation is in the triage area. Based on the volume of patients seen each day, the complaints painted a picture of a visit to the emergency room taking anywhere from one to three hours.

Health Organization Care As-Is Process

Before the triage nurse could evaluate the patient and recommend them to the doctor in the as-is process, the patient had to register at the registration office and pay the consultation fee at the cashiers. The process was streamlined when the hospital had few patients per day. However, increasing foot traffic has caused bottlenecks at cash registers where consumers pay for doctor consultations and prescriptions (Nagendrababu et al., 2021). The evaluation found that cashiers caused healthcare facility delays. The ED cashier processes the patient's medication and registration fees. A drugstore checkout point that separates registration fees from prescription payments would reduce patient numbers and vulnerability.

Process Improvement technique

The effectiveness of the revamped procedure is measured using statistical process control (SPC). Using the established three process measurements, the process performance index will be used to determine control charts and process capabilities.

Health Organization Care Improved Process

The process improvement aimed to see every patient in 15 minutes. The new layout had cashiers at the front desk and drugstore. A second cashier might manage more clients without increasing wait times. Under the new method, patients can travel to triage before paying consultation fees, saving time at the cashiers. Thus, the improvement process would help the health service organization transition from a money-oriented to a patient-centered paradigm of care. The process change would reduce emergency room wait times and bring the hospital closer to its mission and patient care goals.

References

Nagendrababu, V., Murray, P. E., Ordinola‐Zapata, R., Peters, O. A., Rôças, I. N., Siqueira Jr, J. F., ... & Dummer, P. M. H. (2021). PRILE 2021 guidelines for reporting laboratory studies in Endodontology: a consensus‐based development.  International Endodontic Journal,  54(9), 1482-1490.