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Assignment: Productivity Recommendations

Last week, you familiarized yourself with the Physician Care Services, Inc. case and selected metrics that would help you to evaluate the organization’s productivity, with an eye to determining whether they could be successful in the current environment of health care reform. Based on your conclusions, you will have at least identified one or two areas of need which could benefit from change.

To prepare for this Assignment:

Review Case 3: Physician Care Services, Inc. from Week 5, and the Assignment you submitted at the end of that week.

Now, you will develop recommendations to improve productivity and patient satisfaction. Consider what you know of Lean Management and Six Sigma principles and practices. Based on this understanding, ask yourself: What would the president and medical director want to know before making any financial and organizational decisions?

The Assignment:

1. Based on the metrics you selected in Week 5, analyze opportunities for improvement using Lean Management and Six Sigma principles (2 pages).

2. Develop five measurable stretch goals (2 pages).

3. Create a presentation with speaker notes, 5–7 slides in length (200–400 words per slide), that defines a culture of accountability and quality excellence and recommends how to foster this in the emergency department.

4. Plus, I will add the pper that was completed

Organization Productivity

Evaluating a Physician Health Care Services Centre is more demanding as compared to assessing the performance of a traditional manufacturing company or any other form of enterprise (Jacobs, Smith, & Street, 2009). The productivity evaluation process in the health care center is a little harder since the institutions deal with restoration of human health into the right track. However challenging and involving the productivity evaluation process may be, it is paramount to have a solid basis on which organizational decisions based.

In determining the productivity of the Physician Care Services, I will employ two key metrics. The two metrics are output per labor and overall service and productivity of the enterprise (Jacobs, Smith, & Street, 2009).

By using the output per employee, it is easy to have first-hand data that will help in determining the productivity level of individual employees and how well they are committed to their duties. Output per employee can determined by observation of how many patients the physician can attend to within a specified timeframe (Jenkins, 2012). While conducting the productivity exercise, it is important to note that some medical issues may require more time than others. Therefore, the degree of the patients’ needs should put into considerations.

Overall, service performance is as well, a fundamental tool for measuring the productivity of a health care center. By compiling data on the daily activities attended to in the organization and the number of patients attended will help, in measuring the performance of the health institution (Jenkins, 2012). However, it is imperative that some serious health issues solved every day noted, since if an organization can attend to a considerable number of serious health problems it means that the team is improving in its service provision.

Determining the productivity of the health care center through output per employee is important, as it will help in making adjustments that will enhance future performance of the employees. For example, the unmotivated employees warned, motivated, and retrained. Besides, the evaluation process by measuring the overall performance of the health care center will help to identify areas in the firm that need improvement (Jacobs, Smith, & Street, 2009). For instance, which departments require renovation and restructuring to improve their performance in the future?

5. References

Jacobs, R., Smith, P. C., & Street, A. (2009). Measuring efficiency in health care: Analytic techniques and health policy. Cambridge, UK: Cambridge University Press.

Jenkins, D. (2012). Measuring performance: A toolkit of traditional and alternative methods. Farnham, Surrey: Gower.