Emergency Department Bottleneck Proposal Essay example

1844 Words Nov 30th, 2009 8 Pages
Emergency Department Bottleneck Proposal Middletown Hospital is a 200-bed, not-for-profit-general hospital that has an emergency department with 20 emergency beds. The emergency department handles on an average 100 patients per day. The hospital’s CEO has authorized the Six Sigma Team (SST) to address complaints received from patients seeking treatment between 6:00 p.m. and 10:00 p.m. The complaints are centered on waiting times and poor service. During this time the data indicates that approximately 70% of the department’s admissions occur (University of Phoenix, 2009, Course Syllabus). To address these complaints and improve performance of the emergency department the Six Sigma Team must understand process improvement proposals. …show more content…
Data collection can be subdivided into three categories with service type, department, and floor. This collection of data is valuable tool that managers need to have in order to understand the flow of business within each department. With the collection of data it will allow managers to calculate the volumes of patients during specific times. The SST will require data collected from all computers used to monitor access to the admission system. Additional data will have specific times at which the patient reported to various stations of treatment, and when the patient was discharged. A multivariate trend forecasting method will be more appropriate in this setting; the use of multiple variables about the item being forecasted allows seasons and cycles to be combined with other variables and improve forecast accuracy (Langabeer, 2008). This will give operation managers better forecasting abilities as they will be able to see trends. Finally, the SST will need to analyze the amount of resources or assets available to serve demand (Langabeer, 2008). Quantitative data needed to measure capacity will include: the number of available beds and treatment rooms, the number of key providers and other staff available at each point of care between 6:00 p.m. and 10:00 p.m., and availability of key medical technologies and equipment. Examples of key medical equipment are diagnostic imaging, X-ray and laboratory equipment.

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