Variability Affecting Capacity At Clinic: Understanding Consequences And Recommendations

Rationale for variability affecting capacity at clinic

Discuss about the Variability Affecting Capacity At Clinic.

The registration desk has been seen to be in contact with the patients at the clinic who are seen to be generally given the schedule at 8:30 a.m. The remainder of the patients were seen to be rarely scheduled for the appointment after 11:30 a.m. and the last patient is seen to frequently going for the examination of the scheduled surgeon and senior resident. The variability in capacity in the clinic has been able depict the various types of the problem which has been seen to mainly getting affect on the arrival time of the patients at the hospital. Some of the main problems associated to the variability in the capacity have been affected with the scheduling of the patients. The variability also made the process take a longer time in terms of the verification of the medical documents and the same which needs to be submitted by the patients. In addition to this, the new patients returned to the waiting areas as the nurse verified the medical documents which need to be submitted by the patient. It has been further seen that 85% of the follow up of the patients has been seen to be dealing with X-Ray service. Henceforth, variability in te capacity has been seen to affect the ongoing treatment (Roberts et al. 2016).

The controller of the ER is the person with whom the machine is shared. In case of an emergency ER is seen to halt the clinic process such that the ER will be able to make use of the machine. The radiology department is used by the Pediatric, Urrology, and Chest Clinic along with ER. This has been seen to lead to various types of the varying nature of the demand which in turn is seen to affect on the different types of the variability as a result of the improving scheduling of the clinic appointment with the other departments. The caveat of emergencies is also seen to be affected due to the variability in the capacity at the clinic. Due to this, the additional equipment purchase such as X-Ray machine is considered with a reduced effect of variability (Ostrovsky and Barnett 2014).

There has been seen with several types of bottlenecks identified in the process. These bottlenecks are mainly recognised in the Radiology department. The mixed process in the clinic process has come to halt for the various types of the emergency room patients. As per the activity utilization rate, the surgeon’s utilization rate is discerned to be more than 100% and this has been seen to be significant with the bottleneck in the clinic process. It has been further discerned that the surgeon should seen 100% of the new patients and 30% of the follow ups, where 1 resident available with the rest of the follow ups. The demand for the surgeon is seen to be greater than the available timeframe.  

Cost to the clinic of wait times

In general when patients are waiting for months or weeks for the appointment of the physician, several adverse consequences takes place. Some of this has been seen to be discerned with emotional consequences where the patients become anxious and angry. These are further seen to worsen the medical issues, especially during those situations where the patients do not show up with their appointment in the final roll around. The various types of the other consequences has been seen to be based on the various types of the impacts in form of the financial aspects and this needs to be explained in form of the different types of the services and dragged feet in cutting  of the waiting times. The reduced nature of the waiting times has been further seen to be evident with the various types of the other factors which have been seen to associated to reduce the revenue and irritate the physicians (Ramdorai and Herstatt 2015).

The financial dynamics as per the waiting time has been clarified in terms of the strategic context. This has shed light on the impacts of fee-for serviceas per the value based payments method and the way the system approach is seen to take place. The different types of the waiting times has been further based on the practices and the systems which has been seen to be associated to the various types of the aspects for  way practices and systems approach the access conundrum. The emotional effect of the waiting time on the patients has been further seen to be associated to the various types of the emotional effects on the patients. The different types of the uncertain cases have been also evident with the concerned patients concerning disease progressing and intervening with the opportunities. Several types of the other variables have been further seen to be based on the different aspects such as concerned disease and the lost opportunities of intervention. Several types of the other variables have been further based on other variables such as communication, teamwork and the powerful drivers of the patients and the effect of the response. The data has been further able to reveal a dose of the response effect which is seen to be seen with the longer waiting time and lower amount of satisfaction with care. The patients waiting for weeks has been seen to be based on the various types the appointment which has been further seen to affect on the various types of the other consideration affecting waiting time (Kim, Gaukler and Lee 2016).

Recommendations and rationale for the same

The longer is the waiting time of the patients, the greater chance is there that the patients won’t show up. The situation of No-Shows is particularly observed to be problematic as per the fiscal perspective and the unfilled scheduling slots. The reduction in the impacts of the patients has been further seen to be evident with the varied types of the considerations which have been able, to state on the large volume surge. The result of this has been has been discerned with chaos and longer waiting time before the final appointment.

Waiting time is identified to be thee expected demand rate which is seen to exceed with the expected supply rate for the limited period of time. This has been especially evident with the constant capacity levels and the demand which has been seen to exhibit the seasonality aspect. The various types of the utilization levels have been seen to be more than 100% for certain time period. The queues forming time has seen with the gate of the clinic. Therefore such queues are seen to be identified after the utilization rate is seen to be below 100% (Price and St. John 2014).

The cost of clinic and the waiting times has been identified with main concern for the young patients. The long waiting times has been further seen to be based on the various types of the factors aggravate the distress and the concern among the patients. In addition to this, the parents were irritated for missing the significance at the time of the work. At present, on average the patients were seen to be spending two hours at the clinic. The health of the patient was not seen to be the only concern; the various types of the clinical staff had increasingly complaining about the overextended budgetary pressures. This was mainly considered with the effective utilization of the unresolved request for the radiology department for the use of more advanced equipment. In addition to the above discussed topics, Dr. Leitch’s concern was not seen to be convinced with the effective utilization of the staff. Federal and provincial policy makers has been increasing concern with economic impacts which were affected with the longer waiting times for the national economic productivity (Lindskog, Hemphälä and Eriksson 2017).  

The hospital management needs to volunteer the clinic with respect to the hospital management which has been seen as a test to demonstrate the patient care to be conducted in a more timely fashion and at the same time keeping the cost down. The main objective should be based on reducing the total amount of waiting time by 20% to depict the meaningful improvement which has been seen to be evident with the improvement in various types of the patients, management and staff. Some of the other recommendation can be further seen to be taken based on the fast approach to the patients and be able to present recommendations that will be able to significantly reduce the waiting time. The follow up of the patients has been further seen to be based on the different types of the consideration which has been seen to be based on developing of the present regime. The patients has been seen to require the various types of the consideration which has been seen to be related to the making the necessary adjustment and alterations which will be able to ensure that the patients will be able to be admitted in the appropriate examination room. The cast technician were seen to be having 25% of the new patients and the rest 50% should be following with the 15% of the following up of the patients. By the adoption of the aforementioned actions the children’s hospital will be able to improve the present service (Parameswaran and Raijmakers 2010).

Doctors, administrative staff and nurses are seen to be practice and take quality care of the various types of the patients has been identified with the satisfaction as the main priority. The patients will be further have the will to will to wait before meeting with the physicians and finding the various types of the ways for reducing the waiting times. It has been further discerned that the health care professionals will be able to reduce the total amount of the waiting time which is seen to be able to state on the measuring the balance of the demand and supple and ensuring completion of the appointments within the assigned deadline. This will not prevent the patients to see them with various urgencies and the changing way for allowing the priorities. The different types of the other initiative can be considered with hired group of the organized and hard working staff members. The dedicated staffs has been identified to check and schedule the patients appointments, which will only reduce the waiting time of the patients and streamline the workflow in the front office. The several types of the other initiatives have been further taken with reconsideration of the starting time of the staffs.  This needs to be evaluated based on the starting time of the staff working hours versus the time patients first walk into the waiting room. The other recommendation has been further seen to be based on encouraging the patients for early scheduling of the appointment. The number of accidents and the emergencies can be further improved by making use of online check-in system. The EHRs and the patient’s can be made to good use by allowing the patients for the adoption of web based technology and appointment of the location as per choice. The main form of the motivation of the patients ca been further seen to be based on the adoption of the  various types of the other initiatives by Speaking of the patient portal, it’s another great tool that can be used to reduce patient wait times. As per the physical practice the various types of the opportunities has been considered with the filling of the paperwork and submit of the insurance information and gain access to the various types of the import updates. The various type of the health care professional will be able to motivate the patients using portals and improve the workflow management based on the use of the information technology on health systems (Groves et al. 2013).

References

Groves, P., Kayyali, B., Knott, D. and Van Kuiken, S. (2013) ‘The “big data” revolution in healthcare: accelerating value and innovation’, McKinsey Global Institute, (January), pp. 1–22. doi: 10.1145/2537052.2537073.

Kim, R. H., Gaukler, G. M. and Lee, C. W. (2016) ‘Improving healthcare quality: A technological and managerial innovation perspective’, Technological Forecasting and Social Change, 113, pp. 373–378. doi: 10.1016/j.techfore.2016.09.012.

Lindskog, P., Hemphälä, J. and Eriksson, A. (2017) ‘Lean tools promoting individual innovation in healthcare’, Creativity and Innovation Management, 26(2), pp. 175–188. doi: 10.1111/caim.12201.

Ostrovsky, A. and Barnett, M. (2014) ‘Accelerating change: Fostering innovation in healthcare delivery at academic medical centers’, Healthcare, 2(1), pp. 9–13. doi: 10.1016/j.hjdsi.2013.12.001.

Parameswaran, L. and Raijmakers, J. (2010) People-focused innovation in healthcare, Philips. Available at: https://scholar.google.com/scholar?hl=en&btnG=Search&q=intitle:People-focused+innovation+in+healthcare#0.

Price, C. P. and St. John, A. (2014) ‘Innovation in healthcare. The challenge for laboratory medicine’, Clinica Chimica Acta, pp. 71–78. doi: 10.1016/j.cca.2013.09.043.

Ramdorai, A. and Herstatt, C. (2015) ‘Frugal Innovation in Healthcare How Targeting Low-Income Markets Leads to Disruptive Innovation’, India Studies in Business and Economics, (August 2010), pp. 1–178. doi: 10.1007/978-3-319-16336-9.

Roberts, J. P., Fisher, T. R., Trowbridge, M. J. and Bent, C. (2016) ‘A design thinking framework for healthcare management and innovation’, Healthcare, 4(1), pp. 11–14. doi: 10.1016/j.hjdsi.2015.12.002.