Healthcare Utilization Essay

MKTG1255 – SERVICE QUALITY PRACTICE MULTIPLE CHOICE QUESTIONS THE QUESTIONS ARE FOR PRACTICE ONLY. THERE IS NO INDICATION THAT YOU WILL BE ASKED THE SAME QUESTION(S) IN THE FINAL EXAM. 1. ____________ represent a special type of order taking that entitles customers to a specific unit of service. a. Suggestions b. Reservations c. Trackers d. Repossessions e. Contracts 2. Which of the following is NOT considered an example of a hospitality element? a. Greeting b. Toilets and washrooms c. Advice

days per week = 450 beds utilized 450 beds utilized / 630 availble beds = 71.43% The hospital is currently utilizing 71.43% of their beds, this is actually an ideal operating point. To increase its rate of utilization might decrease the service quality. 2.) Develop a similar table to show the effects of adding operations on Saturday. (Assume that 30 operations would still be performed each day.) Check-in Day Monday Tuesday

Paediatric Orthopaedic Clinic Case report: Paediatric Orthopaedic Clinic Discussion questions : 1- What is capacity utilization at every step in the process? What is the direct resource utilization? Using the data provided in the case, we are able to compile all data necessary to compute the capacity utilization at the clinic. Activity | # of Staff | Available time | Activity time | Number of Patients | Time needed | Utilization10 | | | /Staff | Total | N | F | N | F | N |

utilize can expand English perusing, generally as capability in English perusing can add to understudies ' capacity to perceive cognates. The studies additionally recommend that perusing techniques can be exchanged over dialects, and they record the utilization of cognates and interpretation as techniques that capable local Spanish speaking bilingual perusers

Case Study 2 – ‘Will the steel companies develop global strategies?’ Questions 1. “In the 20 years to 2000, the world’s 40 largest steel companies made cumulative losses before tax of US$10 billion, in spite of investing around US$75 billion in new capital equipment. In the following five years, profitability increased but the return on capital was still low (…)”. What were the reasons for this trend? The first factor that I will appoint is a political/legal issue, according to PESTLE

Chapter 6 | Capacity Planning | | TRUE/FALSE 1. Capacity is the maximum rate of output of a process. Answer: True Reference: Introduction Difficulty: Easy Keywords: capacity, maximum output rate 2. Capacity decisions should be made separate from strategic decisions. Answer: False Reference: Introduction Difficulty: Moderate Keywords: capacity decision, strategic decisions 3. Capacity can be expressed by output or input measures

scan will take place. The clinic must also eliminate much of the variability and uncertainties in the scanning process which is ultimately making the process difficult to manage. The uncertainties negatively affect work scheduling and capacity utilization which reduces

makes no distinction between efficient and inefficient use of capacity. 2 Capacity utilization rate can be computed as: A) Capacity used – best operating level B) Capacity used × best operating level C) Capacity used / best operating level D) Capacity used + best operating level E) None of the above Feedback: C is the correct answer. Capacity utilization rate = Capacity used/ best operating level 3 Capacity flexibility can be achieved

the project net present value to be -$19,125,000 without tweaking any of the financial assumptions in the capital request form. So to make the net present value positive we would have to change something. We first started by adding 10% to the utilization for every year. This alone didn’t make a huge difference so we had to additionally lower the hourly wage to $18.19/hr. This gave us a net present value of about $35,000. This seems unreasonable or at the very least unfair to lower each worker’s

In January 1980, the management of the Marriott Corporation found itself in an interesting dilemma: not only did the corporation have considerable excess debt capacity, but projections of future operations and cash flows indicated that this capacity was on the rise. For Marriott, excess debt capacity was viewed as comparable to unused plant capacity because the existing equity base could support additional productive assets. Management was therefore faced with two problems. First, it needed to determine