Patient Flow in Waiting Room

1770 Words8 Pages
Patient Flow in Waiting Room
Haik Janoian
MGT/554 – Operations Management
University of Phoenix
Group PA04MBA10
April 5, 2006 Patient Flow in Waiting Room
Healthcare clinics are under a great deal of pressure to reduce costs and improve quality of service. In recent years, healthcare organizations have concentrated on preventive medicine practices and have tried to reduce the length of time that patients stay in a hospital. Outpatient services have gradually become an essential component of healthcare. Organizations that cannot make their outpatient component cost-effective are finding themselves financially burdened in this ever-changing industry (Caldwell, 2005).
Patient waiting times and waiting-room congestion in
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As a result of this, when one patient takes longer to process, the Arrival Queue becomes a bottleneck. Patients begin to stack up behind one another while they wait for the other patients to be processed. This is point in the process that needs improvement. By fixing the time it takes to process each patient and removing or reordering certain steps, the cycle time could be reduced and the bottleneck eliminated.
Work Process Improvement
As stated earlier, the cost for health care is rising for both employers and employees; therefore, both employers and employees are seeking for medical groups that provide systems of very well coordinated care. Coordinating care creates significant advantages for patient by delivering high-quality care efficiently, so that patients get the most for their health care dollars. When services are integrated and carefully designed across the stream of care, this thoughtfulness up front eliminates duplication of processes and inappropriate services. Patients, employers and medical groups benefit in terms of better health and streamlined costs associated with the care.
Survey after survey suggest that the biggest frustrations for patients are:
1. Appointment access
2. Phone Access
3. Getting information about their test results
4. Understanding how to use medical group systems (referrals, eligibility, business department, etc.)
With a structured Work Process Improvement process, our
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