Business

The MRI machine and the time it takes perform a scan is the bottleneck of the process. Each scan can have different times associated with it depending on the type of scan that will be performed. This will limit the capacity of the overall process. For example, a scan without contrast will usually take 30 minutes. A scan that requires contrast will double that time to 60 minutes.

Purchasing new MRI scanners would be a good investment for the hospital. If one takes into consideration, operating costs along with repairing and purchase of the product alone. Many hospitals may consider wanting to purchase refurbished items but that would not be a good idea considering the costs to maintain and longevity of the product itself. Purchasing a brand new MRI scanner is just like the purchase of a brand new, high end car. Although it may be very expensive to purchase, there will not be so much high maintenance done in the beginning. Once the product gets very old within about ten years, then the high maintenance repairs will need to be done. All equipment

* Human resource management= the management function focused on maximizing the effectiveness of the workforce by recruiting world-class talent, promoting career development and determining workforce strategies to boost organizational effectiveness

Drugs-R-Us, Inc., produces equipment for manufacturing drugs. The costs of manufacturing and marketing this equipment at the company's normal volume of 3,000 units per month are shown in Exhibit 1.

In order to reduce inefficiency within scheduling, the Quinte facility should move to an electronic scheduling system. This will reduce the risk of losing paper schedules, illegible writing and system barriers. The electronic scheduling system will also reduce the amount of office supplies purchased. There are a number of task within the current process strategy that do not add value and were not accounted for when determining the output of scans. I would recommend eliminating or consolidating task. Keeping the current system of contacting the MRI scheduling department but also adding and option for the doctor to fax a referral or

Equity is a branch of law, founded in justice and fair dealing, which seeks to supply a remedy when no adequate remedy at law is available.

I also believe that patients are not being properly screened prior to arrival which is causing Quinte MRI losses in revenue and time. If a patient turns up and has to be turned away, or rescheduled for misdiagnosis there is a resulting disruption in the flow of patients which will impact the schedule and process and ultimately the pocket and reputation of the company. Further, it appears that the technologist is engaged in performing pre-screening services and this is a highly paid employee who should not be pre-screening patients. This tasked could best be left to a lower paid trained staff.

When we consider the requirements of performance Improvement, then we must first gain an overall understanding:

It is of no use having access to a scanner that is poorly calibrated or run by an untrained health worker. Because the emphasis here is on everybody getting the treatment they

With minimal funding for imaging studies, the medical team faced barriers in diagnosis and treatment. When I learned of the budget constraints, I reached out to local medical imaging facilities and successfully negotiated a contract with one that would bill VVIM at an affordable rate. When approved, the medical team was able to order imaging studies at no cost to their patients. I agreed to oversee this project and took on the responsibility of submitting the imaging orders, overseeing the billing charges, and following up with patients once their results are returned.

The use of MSCT scanners has resulted in increased speed of data acquisition with nearly isometric voxels, allowing the performance of CT

This multiplicity of scans will occur not only at sites using relatively small numbers of protocols such at the Cleveland Clinic, who report to employ 30 protocols across their fleet of ~70 CT scanners [5] but also at sites like ours which employs ~300 protocols over ~15 scanners. Sites using a small number of protocols will scan using the same protocols for multiple indications and sites like ours using a master protocol concept will end up scanning multiple indications using similar acquisition parameters. We hypothesize that an analysis of all the scan time acquisition parameters used at our institution would reveal repeated use of common protocols. These would represent frequent exams such as routine heads, routine chests, and routine abdomen exams. In this work, we analyze sets of scan parameters that were only used once over the course of about a year for a single scanner in our fleet. The hypothesis motivating the present work is that “one-offs” contain the majority of un-desired scan time changes. Root cause analysis of these events, in theory would improve our clinical practice of

With adding the new CT scanners, the scanning time is drastically reduced, and the CT scan is no longer the bottleneck. This has put stress on the entire process; however, new inefficiencies with the process can now be identified. Addressing the inefficiencies within the process will allow the radiology team increase overall efficiency and complete the maximum amount of scans in a day, which will lead to an increase in profit for the hospital.

When overseeing such a large project, many things come to mind in just the planning consideration stage. It is this stage that consists of so many areas take up the bulk of the imaging updating process which can also be used to show integration from a novice perspective. Physical planning will consist of development planning of the health care facility taking into account the staffing needs, integration with the health care services, also accounting for separate inpatient and outpatient services. Visionary planning takes into account the planned

Dong Chen 1,*, Max Yen 1, Paul Lin 1, Steve Groff 1, Richard Lampo 2, Michael McInerney 2 and Jeffrey Ryan 2