Essay About 10Executive Summaryquinte Mri And Poor Communication

Poor Communication Between Patient and Scheduling Department
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CASE STUDYQUINTE MRISUBMITTED BYIMRAN MEHDIOPERATIONS AND PROCESS MODULE 4TABLE OF CONTENTSTitle
WORK OVERLOADNatureOperationalTimingShort TermThe only MR technologist is working 40 hours of overtime several weeks in a row to catch up with the appointments. He is responsible for scheduling delays. He experiences frantic running around in order to get the procedures done that have been poorly scheduled.  ANALYSIS OF THE PROCESS In my opinion there are several operational issues causing problems in MRI scanning process. First I believe that there is a problem with the scheduling of patients in that it lacks accuracy, consistency and clarity. Since this operation is being handled by BCMC, Quinte MRI is finding itself at a disadvantage in terms of being able to control this part of the operation. The operation appears to be purely manual, handled by several persons and in prone to input and interpretive errors. Since patients can be sent for scanning via two means (scheduled and same day (unscheduled)) some amount of variability will result. Variability and uncertainty in the scheduling operation is negatively impacting capacity utilization resulting in overall reduction of efficiency in the scanning process.  Following is the time consumption for MRI process:  PROCESSTIME CONSUMED (MINUTES)Escort the patient to the magnet room5Changing Room4Verify Paperwork1Positioning of Coil4MRI Scan16.5Data Entry1Printing MRI Scans6Escort the patient back to Front desk2Changing room4ALTERNATIVESChange/update Scheduling processHire MRI AssistantTransferring Scheduling responsibilities from BCMCPRO AND CONOPTIONPROCONChange/Update scheduling process More accuracyLess room for errorsIncreased flow of capacityIncreased revenuesTraining CostHire a New MRI AssistantSharing Non-technical workloadLess room for errorsIncreased productivityIncreased revenuesCostTransfer Scheduling from BCMCAlleviate workloadAccuracyTrainingCostReputation/ReliabilityOwnership of the processRECOMMENDATIONSNon-technical processes from reception to escorting the patient to MRI room can be done and checked by an assistant (because it does not require any specialized training) initially saving time of the MR technologist, increasing output and generating more revenue.  Another process change can be involved by implementing a live calling system–opposed to a recorded system–reminding patients when to arrive for their exams.We can add electronic grease-board, displaying the steps involved with each MR exam to enable technologists to better monitor the schedule. And pediatric anesthesia slots will be reorganized so that they started earlier and will be shorter in duration, which will result in the addition of eight more slots in the course of a week. If I update the scheduling process accordingly for MR technologist and assistant as under, we can almost do 2 MRI in an hour.Arrival Departure Patient 17:158:30Patient 27:459:00Patient 38:159:30Patient 48:4510:00Patient 59:1510:30Patient 69:4511:00Patient 710:1511:30Patient 810:4512:00Patient 911:151:30Patient 101:152:00Patient 111:452:30Patient 122:153:00Patient 132:453:30Patient 143:154:00Patient 153:454:30