Paediatric Orthopaedic Clinic Essay

According to exhibit # 2, in order to break even annually, the clinic will have to cover the total operating expenses of $690,000. That means that the clinic will have to perform 986 scan per year, or approximately 4 scans per day to achieve this goal. Considering that the equipment in the clinic is capable of much more, this operation should have no problem in reaching and exceeding its goal daily if proper measures are put into place.

The client is referral to a particular medical professional depending on the clients need. Determining the most

* The current amount of patients treated for liver transplant volume totaled 120 patients annually, with a reimbursement rate of $140,000, providing the hospital with the ability to handle 30 more patients before the fixed costs would increase. 120 +30= 150. This means that the hospital can sufficiently handle a

The objective of strategic capacity planning is to provide an approach for determining the overall capacity level of labor-intensive resources.

1) What is the activity utilization rate at each step in the process of providing care? What is the direct labor utilization?

Shouldice Hospital is currently utilizing its beds quite well. Under the Shouldice method, they are operating with 90 beds, admitting 30 patients per day, and not accepting any new patients on Saturdays. Each patient admitted generally stays in the hospital for 3 days and is discharged on the fourth morning. By examining Exhibit 4.7, it is apparent that the hospital’s capacity utilization is roughly 71.43%. On Mondays and Fridays, 60 of the 90 beds are utilized (66%). Tuesdays through Thursdays, all 90 beds are being used (100%), while 30 of the beds are being used on Saturdays and Sundays (33%). If they were using all 90 beds, 7 days a week,

#1 With no change in volume (utilization), is the clinic projected to make a profit?

Will reporting this data have an impact on hospitals bottom line in addition to financial penalties from CMS? Give at least two examples of how this data may be used and what type of impact if may have if at all on the hospitals.

The following services were calculated by dividing the cases, days, and/or the visits per year by 1,000.

Reassign the number of exam rooms to better optimize utilization and fulfill demand; MD cycle time is 19.4 minutes and NP cycle time is 32.8 minutes. Redirecting exam rooms to MD’s would also reduce the wait time for next available appointment thus improving patient satisfaction with wait time. For example,

The hospital utilizes its best to full capacity three days in a week, on the other hand, the doctors operate at the hospital five days in a week, and this implies the equation for the utilization of the beds will focus on two different perspectives.

Prepare a patient process flow diagram from arrival through surgery and determine the capacities at each stage. For this diagram, only indicate major points in the process, e.g., admitting, examination, operating room surgeries, etc. Use the actual hours of operation for each step in the process to determine the capacity of each step. Where is the

They could differ lengths of visiting times, since fifteen minutes is brief. It would even be beneficial, whether not changes were made, to try a larger patient population to expand upon these findings.

Managing demand and capacity: MGH could forecast the demand and research the bottlenecks in each area of process flow diagram (Exhibit 8) such as surgery room, Ellison 8 rooms, SICU floor bed, and other hospital beds. Based on the research, they can increase or decrease the resources such as staff or beds or even expand the facility. They need the data to forecast and manage the capacity. Without the data, it is impossible to manage the capacity. So MGH need to start collecting data to better manage the demand and available capacity. However, this would not help solve the current immediate problem in hand to improve the process and reduce costs.

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.