Medical Call Centers Analysis

Customer service levels should be the highest priority of any health-care organization. Trying to balance between the increasing demand and supply of health care arenas,

The five most important characteristics for a healthcare provider is honesty, patience, empathy, responsibility, and a team player. I picked honesty because for me honesty is important because if I was the patient I would like for the nurses and doctors be completely honest with me. To be honest you have trustful. Patients should be able to always have faith in you. You always have to be honest with the patients no matter what. Honesty has a lot to do with the healthcare industry.

The fact that there are broad spectrums of services available within the Kaiser Permanente network makes it easier to coordinate patient care. For example the Northern California site has implemented programs that focus on five “imperatives of personal care”, which are: patients have to have a primary care doctor, they need to be able to see that physician, patients that call have a short telephone wait, patients should receive timely appointments and have a great care experience (Commonwealth fund June 2009). Care management definitely plays a crucial role in health care. When the patients needs are met and quality care is received the result is patient satisfaction and potentially cost saving for the organization. Patients not only have to deal with health issues, many experience challenges within their environment and certain limitations depending on socioeconomic status. Therefore , coordination of patient care is key to the success of any health care delivery system.

As for the call center in this organization it would be smart to make sure that within the call center there are different departments, distinguished by specialty. This is just another reason why teams are important in the healthcare environment. Everyone brings something different to the table

The basic reason for this study is to identify ways to improve the quality of healthcare among patients through bedside reporting method.This will better satisfaction and services delivered at the hospitals. The ever increasing specialization to improve patient outcomes and better health care delivery can contribute to the serious riskof fragmentation of care and problems with handoffs. These are some of the issues associated with emergency room reporting method (Radtke, 2013). There is need to evaluate the handoff method used in hospitals and understand which is the best way to use that increases patient satisfaction. Bedside handoff gives the patient an opportunity to contribute to his or her plan of care. It allows the nurse to visualize the client and as necessary questions regarding their health status. This is the reason there is a need to conduct research on bedside reporting.

Call lights are the lifeline to receiving care throughout inpatient hospital settings. Technology is built within the call light tool for patients to communicate from the press of a button on the remote. Nurses and certified nursing assistants answer the call light from a phone device that is sent from the call light. Locally, Bellin Hospital in Green Bay, call light is designed with a red cross to send a call to the patient’s certified nursing assistant. If the certified nursing assistant doesn’t acknowledge the call then the nurse receives the call. Additionally, Bellin’s call light system has tv options, nurse request and toilet request. Call lights signal through noise, outside patient room light, nursing stations and nursing staff.

In the face of the limits of traditional support, it is necessary not only to redesign an organization, but to a paradigm shift that allows the socio-health performance to be efficiently and sustainably distributed to the widest possible audience. Digital technologies applied to healthcare and healthcare systems can increase their efficiency, improve their quality of life and give innovative impetus to healthcare markets. Telemedicine services can therefore be assimilated to any diagnostic / therapeutic health service. However, telemedicine performance does not replace traditional healthcare performance in the personal-patient relationship, but integrates it to improve its effectiveness, efficiency and appropriateness.

1.1 When going into a call the first thing that should be done is to get all the materials that you need together in order to provide care. For example, if someone is bed ridden and you are changing their pad then you will need to get the clean pad, carrier bag, toilet roll, baby wipes, towel, cream if applicable and usually the slide sheet ready. By not having everything ready you will have to stop what you are doing and go and get things. The individual during this time is rolled on their side and no doubt in some discomfort and delaying the proceedings to go and get things only increases this discomfort. After providing care all materials

Tzeng and Yin (2009) identified the main reasons for call light use and the impact that hourly rounds have in decreasing the call light use rate and patient falls. This study was done in a community hospital located in Michigan and used archived hospital data for analyses. The archives involved were from four adult acute care units during February 2007- June 2008: one surgical unit with 53 beds, two medical units with both totaling 87 beds and one medical-surgical combined unit with 58 beds (Tzeng, & Yin, 2009).

The Computerized Provider Order Entry is effective program to help organization improve quality measures and financial margins. The CPOE is effective program; which monitors a hospitals current performance and calculates methods of improvement. For example, Trinity Hospital a leader in clinical intelligence to track and report across it members hospitals on systems wide quality measures (Balgrosky, 2015). The Clinical Provider Order Entry will help patients compare programs graded by the Center for Medicare & Medicaid and Hospital Quality Assurance. This program will further enhance the patient-centric model because patients will have comprehensive comparison of hospitals to make informed medical decision as to where they would like to receive treatment. The quality measures monitor readmission, complications, patient’s experience surveys and other categories. Patients are interested in receiving health care in top-notched care facilities that address their needs. Consumer needs are very important because translating into referrals by word-of-mouth or rankings. Technology plays a major role in an organization's success with supports Judy Murphy idea of enhancing patient’s health information technology

Healthcare has become a consumer driven industry with patient satisfaction equating to good customer service. Effective communication has been shown to be a key factor in both patient outcomes and satisfaction. Additionally, patient satisfaction has become a tool used by insurers to evaluate medical facilities and may impact reimbursement to hospitals for patient care. In this paper, I will discuss the issue of ineffective communication in the waiting area of the surgical services department at Mount Carmel East Hospital. The impact of ineffective communication effects patients and members of the perioperative team. Results of patient surveys

The abstract of the study clearly and concisely summarized the main features of the report. It stated that the study was conducted as a qualitative, ethnographic research. Then, it briefly described the problems associated with call bells and how these problems affected patients’ perceptions regarding the quality of care. It explained that the study identified three interrelated themes regarding communication through call bells including answering the call bell, communicating the patient’s request to the appropriate health care provider and following through with the

Dr. Jesudass described the concept of the service line as a group or patient population with similar medical conditions or demographics. He then talked about the prioritization of the Seton service lines as, Cardiovascular, Women’s Health, Musculoskeletal, Neurosciences, and Oncology. In addition, Dr. Jesudass described the design of the infrastructure of the service lines as a Dyad model that will pair physician and administrator.

The call centre of the Eastern Medical Faculty Foundation, hereafter referred to as EMFF, provides a competitive advantage to the Internal Medicine Department of the Chicago School of Medicine through the delivery of efficient and high quality service to patients. Treating patients generates revenue the Internal Medicine Department and contributes to investments in research in the highly competitive healthcare sector. Unfortunately, declining customer satisfaction, as evidenced in a growing number of customer complaints, suggests the quality of service is deteriorating and threatens the very competitive advantage of the EMFF.

In today’s competitive environment, oOrganisations are now facinge pressure to meet community expectations regarding quality pf product, lower cost and continue improvement constant change in the external environment driven by heightened competition and more demanding customers (Nahm et al. 2006; Karim et al. 2008; Drohomeretski et al. 2014). Running operations at the lowest cost, with greater reliability and speed and a superior ability to change and continuously improve, are some of the pillars in the development of operations strategy in organisations that seek to survive in this competitive environment (Hayes and Pisano 1996; Ward and Duray 2000; Voss 2005; Datta and Roy 2011). Process management is aimed directly at organisation-specific processes and capabilities, and in particular, at streamlining the smooth flow of linked processes across an organisation. Improved processes affect the potential for firms’ capabilities that lead to competitive advantage in terms of operational performance. Expectations from process management practice are improved quality and efficiency, increased revenue, reduced costs, and particularly, higher profits (Ataseven, Prajogo and Nair 2014). Therefore, 75% of organisations currently employ some type of process improvement strategies to meet such expectations (Dhallin 2011). Healthcare organisations are not an exception to this global competition and customer demand. Because of increased competition between healthcare providers, higher