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

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An operations management analysis of the surgical clinic at Boston Medical Center, quantifying current processes and giving recommendations for improving future performance.

An operations management analysis of the surgical clinic at Boston Medical Center, quantifying current processes and giving recommendations for improving future performance.

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  • 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.

Operations Presentation on the General Surgery Clinic at Boston Medical Center Operations Presentation on the General Surgery Clinic at Boston Medical Center Presentation Transcript

  • General Surgery ClinicBMC
    Operations Team 4
    Asad Butt
    EszterHamori
    DineshKurian
    Cristina Pedroza
    Joel Samen
  • Boston Medical Center (BMC)
    “Exceptional care without exception”
    Private Non-profit
    Located in South End
    BU’s Teaching Hospital
  • Meet the Patients
  • …Their Medical Concerns
  • …And Medical Care Competitors
  • Environment
    • Medical Assistants
    • Nurse Practitioners
    • Reception Staff
    • Attendings
    • Residents
    • Students
    • Patients
    • Examination Rooms
  • Consultation Process
    Patient´s Perspective
    Patient is escorted to Examination Room
  • Consultation Process
    Staff´s Perspective
    Medical Assistant
    Resident Doctor
  • Consultation Process
    Staff´s Perspective
    Attending Doctor
    Wound Care Ostomy Nurse (Specialist)
  • Why You Wait at the Doctor
  • 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
  • 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
  • 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
  • Quality of Service: Process Specifications
  • 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
  • Recommendations
  • Recommendation: Address No-Show Rate
  • Recommendation: Reduce Schedule Variability
  • Recommendation: Decrease Throughput Time
  • Recommendation: Manage Expectations
  • Recommendation: Improve Waiting Experience
  • Creating a Better Patient Experience
    Happier Patients
  • Appendix: Resident Time with Patient
  • Appendix: Attending Time with Patient