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Similaire à Operations Presentation on the General Surgery Clinic at Boston Medical Center
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Operations Presentation on the General Surgery Clinic at Boston Medical Center
- 1. General Surgery ClinicBMC Operations Team 4 Asad Butt EszterHamori DineshKurian Cristina Pedroza Joel Samen
- 2. Boston Medical Center (BMC) “Exceptional care without exception” Private Non-profit Located in South End BU’s Teaching Hospital
- 5. …And Medical Care Competitors
- 9. Attendings
- 10. Residents
- 11. Students
- 12. Patients
- 14. Consultation Process Staff´s Perspective Medical Assistant Resident Doctor
- 15. Consultation Process Staff´s Perspective Attending Doctor Wound Care Ostomy Nurse (Specialist)
- 16. Why You Wait at the Doctor
- 17. Issues with the Process Throughput Time Machinery Measure Variability in Demand Non-English Speaking Patients Patient Type Case Type Small Number of Translator Phones Attendings Effectiveness vs. Efficiency On the Job Learning Shared Resources Availability Staff Training Program Manpower Method
- 18. Absenteeism Machinery Measure Socioeconomic Factors Transportation Lack of Escort Can´t Skip Work No Car Access to Public Transportation No Children Care Limited Parking Limited / No-Coverage Uncomfortable Seating Dark, Boring, Narrow Clinic Premises Insurance Coverage Materials Method
- 19. Expectation Misalignment Measure Measure Data Collection Market Research Customer Satisfaction Survey Benchmark Lack of Process Statistics No Written Procedures Disconnection with Top Management Role Ambiguity No Targets Set Service Guidelines Staff Working As a Silo Method Manpower
- 20. Quality of Service: Process Specifications
- 21. Quality of Service: Process Expectations Doctor Patient Misalignment Expectation: To be simultaneously effective and efficient Short time with each patient Expectation: Spend approximately 39 minutes with medical staff 25 Minutes with Medical Staff
- 22. Recommendations
- 23. Recommendation: Address No-Show Rate
- 24. Recommendation: Reduce Schedule Variability
- 25. Recommendation: Decrease Throughput Time
- 27. Recommendation: Improve Waiting Experience
- 28. Creating a Better Patient Experience Happier Patients
- 30. Appendix: Resident Time with Patient
- 31. Appendix: Attending Time with Patient
Notes de l'éditeur
- No issues with Material
- No issue with ManpowerMaterialsMachineryManpowerMethodMeasure
- Talk about how the data was collectedOur data points to a wide variation in the time it takes to complete each step in the process, largely because the process is different for each patient and because a lot is dependent on constantly changing variables, including available doctor and room capacity.Steps from check-in to triage to examination to consultation – point to wide variation along the way. Generally, long times both to wait for resident examination and for the examination itself.
- Though our discussions with doctors and patients, we noticed that there were some differences between the amount of time a doctor expects to spend with a patient and the amount of time a patient expects to spend with a doctor. Because of their long list of patients, doctors aim to do the best job possible while simultaneously being efficient. This leads to them trying to spend a short period of time with each patient.The patient, on the other hand, expects that it will take a long period of time in order for the doctor’s examination to be thorough. According to our survey, patients expect to spend about 39 minutes with the medical staff, including triage, examination, and consultation. In reality, they spend about 23 minutes on average with the medical staff. This difference between the patient’s expectation, the doctor’s expectation, and the actual experience leads to a misalignment between the expectations of stakeholders.