project on opd department

1. Page1
INTRODUCTION
WPRATIKSHA:SYNOPSIS
W PratikshaHospitalOffersthehigheststandardsinhealthcarethroughacombinationof
cuttingedgetechnology,ateam ofwell-qualified,experiencedanddedicatedDoctorswith
globaleducationsandexperienceandsuperspecializedclinicians.
Ithas25yearsofexperienceintreatingthousandsofhappypatientsacrossmultiplehospitals
andclinicsinIndia.
Anultramodernhospitalwithcomfortableambience,itoffersatouchofwarmth,thehighest
regardsforpatientprivacyandtransparentbillingpracticeswhichhasearnedusourpatient’s
trust.Itensurethatthisqualitycarecomestousatthemostaffordablecost,inthemosteasily
accessiblecityinIndia.Aplethoraofsatyoptiontosuiteverypocketalongwithculturalnorth
Indiaandexoticplacestotravelto,furthermakes usthepreferreddestinationfordomestic
andinternationalpatients.
MISSION
 Itstrivestoprovidespecializedcareby;
 Providingqualityhealthcareserviceswithcompassionantransparency
 Promotingwellness,alleviatingsufferingandrestoringhealthswiftlyandsafely
 Engaging and promoting healthcare professionals ofthe highestcharacterand
competence
VISION
W pratikshaaspiretobethemostreputedandtrustedhealthcarebrandinthecountry,
recognizedforclinicalexcellence,innovationandcompassion.
HOSPITALQUALITYPOLICY
IT’SQUALITYOBJECTIVE.
 Bestqualitypatientcare.
 Judicioususeofdrugsandappropriateinterventions.
 Continuedskillsupgradationandkeepingabreastofdevelopments
 Compliancewiththehigheststandardofmedicalethics.

2. Page2
 Tocarryoutallprocessesrightthefirsttime,ontimeandeverytime.
OURQUALITYVALUE
 Care,compassionandcourtesy.
 Communityhealthprovider-patientcentriccarewithvalueformoneytoallsectionsof
society.
 Timelyintervention.
 Effectiveness-sharingknowledgeandbestpractices.
 Efficiency-neverendingimprovements.
 Maintenanceofhigheststandardofhygieneandcleanliness.
SERVICEAVAILABLEATHOSPITAL
Purpose:ToprominentlydefineanddisplaytheservicesofferedatWPratikshaHospital
1. Adolescentmedicine 2. Audiology&speechtherapy
3. BreastDiseases&CancerCare 4. Cardiology(noninvasive)
5. ClinicalPsychology 6. CosmeticGynaecology
7. Crticalcare 8. Dermatology,laser&cosmeticsurgery
9. Endocrinology 10.ENT
11.Gastroenterology 12.Geriatrics
13.GI,BariatricAndMinimalAccessSurgery 14.InfertilityAndIVF
15.InternalMedicineAndDiabetology 16.Laser,Vascular&Colorectalsurgery
17.MinimalInvasiveGynaeSurgery 18.Nephrology&Dialysis

3. Page3
19.Neuro&SpineSurgery 20.Nutritions&Dietetics
21.Obstetrics&Gynaecology 22.Oncology
23.Ophthalmology 24.Orthopedics&JointReplacement
25.Painmanagement 26.Pathology&Microbiology
27.PediatricSurgery 28.Pediatrics&Neonatology
29.Plastic&ReconstructiveSurgery 30.Physiotherapy
31.Pulmonology 32.Radiology&Imaging
33.Urology&Andrology
24X7SERVICES
 Laboratory
 Ambulance
 Emergency
 Pharmacy
OUTPATIENTDEPARTMENT
Anoutpatientdepartmentoroutpatientclinicisthepartofahospitaldesignedforthe
treatmentofoutpatients,peoplewithhealthproblemswhovisitthehospitalfordiagnosisor
treatment,butdonotatthistimerequireabedortobeadmittedforovernightcare.Modern
outpatientdepartmentsofferawiderangeoftreatmentservices,diagnostictestsandminor
surgicalprocedures.
Theoutpatientclinicofahospital,alsocalledanoutpatientdepartmentprovidesdiagnosisand
careforpatientsthatdonotneedtostayovernight.Thisisdistinctfrom clinicsindependentof
hospitals,almostallofwhicharedesignedmostlyorexclusivelyforoutpatientcareandmay
alsobecalledoutpatientclinics.
Theoutpatientdepartmentisanimportantpartoftheoverallrunningofthehospital.Itis
normallyintegratedwiththein-patientservicesandmannedbyconsultantphysiciansand

4. Page4
surgeonswhoalsoattendinpatientsinthewards.Manypatientsareexaminedandgiven
treatmentasoutpatientsbeforebeingadmittedtothehospitalatalaterdateasinpatients.
Whendischarged,theymayattendtheoutpatientclinicforfollow-uptreatment.
Theoutpatientdepartmentwillusuallybeonthegroundfloorofthehospitalwithcar-parking
facilities nearby.Wheelchairs and stretchers are available fornon-ambulatorypatients.
Patientswillregisteratareceptiondeskandthereisseatingforthem whiletheywaitfortheir
appointments.Eachdoctorwillhaveaconsultingroomandtheremaybesmallerwaitingareas
nearthese.Pediatricclinicsareoftenheldinareasseparatedfrom theadultclinics.Closeat
handwillbeX-rayfacilities,laboratories,themedicalrecordofficeandapharmacy.Inthemain
waitingareatherearearangeoffacilitiesforthepatientsandtheirfamiliesincludingtoilets,
publictelephones,coffeeshoporsnackbar,waterdispenser,giftshop,floristandquietroom.
Inmanycountries,hospitalsdonothaveseparateoutpatientdepartments,sooutpatientsare
treatedinthesamedepartmentsaspatientsthatstayovernight.AnoverviewofHealthCare
ProvidersParticipationinOPDManagementtoimprovepatientsatisfactionintertiarycare
hospitals.Thereview coversthepatientsatisfaction,PhysicianPatientRelationshipand
servicequalityinhealthcareorganization.Theliteraturereview exploresthedifferentrisks
associatedwithPatientsatisfaction,healthcareprovidersatisfactionandqualityimprovement.
Thescopeoftheliteraturereview extendstotheworkoffoundingtheoristoftrust,peer
–reviewed articles,books and journals.Literature reveals a significantgap related to
healthcareproviderparticipationinOPDmanagementwithPatientssatisfaction.
PastresearchmostlyconductedonPatientsatisfaction,Physiciansatisfactionandquality
improvementinHospitalsbutlackedvalidationeffortsforthesemodels.Althoughreferenceto
literatureshowagapofintensiveresearcheffortaroundhealthcareproviderparticipationin
managementofOPDforpatientsatisfactionconductedoverlastdecade.Thestudywasbased
onsufficientsolidtheoriesandconceptstobridgethegapandinvestigateaboutpatients’
satisfactionandQualitycareprovidedinoutpatientdepartmentwithparticipationofhealthcare
providers.Plansofactionensureproperutilizationoflevelofcareandfacilitiesprovidedin
OPD.Anextensiveliteraturesearchwasconductedapproximately122peer-reviewedarticles
andBookswerereviewed.Review ofworkonHealthCareProvidersParticipationinOPD
ManagementwithSpecialReferencetoTertiaryCarePublic&PrivateHospitalsis
difficultSubjectbecauseitisbasicallyamatterofpersonaltrait,tacts,andabilityofthe
managementconcerned.Itisnoteasytojustjumponconclusionsbydefiningbrieflythe
outpatientdepartmentmanagement.OPDconditionsdifferfrom placetoplace,management
tomanagement,timetotime.
Outpatientisdefinedas:Apersongivendiagnostic,therapeuticorpreventiveservicethrough
thehospital’sfacilitiesandwho,atthetimeisnotregisteredasaninpatientinthehospital.The
careprovidedbydoctors,nursesandsupportstaffisimportantdeterminantsofpatient
satisfactionwithhealthcare.Theirskill,experience,warmth,responsivenessandcourtesyare
coveredunderthisdimensionProcessofclinicalcaretheexperienceofthepatientwithclinical
processes(treatmentprocessesandoutcomesofcare)inthehospitaliscoveredinthis
dimension,since they are criticalindicators ofpatientsatisfaction with medicalcare
Administrativeprocedures.Thisdimensionexaminestheexperienceofthepatientwiththe
administrative(admission,processandexitprocedures)inthehospital,astheseprocedures

5. Page5
arecriticalindicatorsofpatientsatisfactionwithoverallmedicalcareSafetyindicators.Overall
experienceofmedicalcarereceivedthisdimensionmeasuresthepatient’sexperiencewiththe
hospitalonthewhole,thelikelihoodofpatient’srecommendingthehospitaltoafamily
memberorfriend,careexpectedandreceivedatthehospital,qualityofcareinthishospital
withrespecttoothercomparablehospitals.
Regardingsatisfactionparameteranalysis,nosignificantdifferenceswerenotedbetween
public and private hospitals in relation to doctors behavior,nurses behavior,getting
appointmentataconvenienttime,doctorteststo findoutwrong,doctorsexamination
procedure, hours of service, doctors interest, information sharing about disease,
communication,receptionists behavior,nurses’attitude,emergencytreatment,courteous
mannerandtimespentbydoctorswiththepatients.Ontheotherhandsignificantdifferences
werenotedaboutcleanliness,environmentalquietness,staffcare,accesstodoctor,doctors
explanation,nursesactivity,faithandconfidenceinthedoctors,doctoradviceoverthe
telephone,facilitiesfordealingwithemergencies,nurses’attention,waitingroom,receptionists
behavior,medicaltestsanddoctorscompetency.IndevelopedcountrieswithhighGDPsand
literacyratespatientsarenotfullyawareoftheirmedications.Theydonotknowhowearly
detectionandtreatmentcanpreventproblemsinthefuture.Hencepatientawarenessisavery
usefultooltoimprovethecareprovidedbythehospital.
TYPESOFPATIENTS
 General
 Referred
 Accidental
EXAMINATION&TREATMENT
 General
 Laboratoryinvestigation
 Radiologyinvestigation
 Consultation

6. Page6
FUNCTIONSOFOPD
 Toprovideforthecommunityamajorsourceofspecialistdiagnosticmedicalopinionbymixing
theknowledge,skillsandabilityofthespecialistandsupportedbytheresourcesofhospital.
 Theseincludenotonlythephysicalresourcesbutalsothematerialsandmachines,which
facilitiesearlydiagnosiswithsupportofparamedicalstaffandotheralliedhealthprofession.
 Totreatanambulatoryanddomiciliarybasisallcaseswhichcanbetreatedintheoutpatient
department.
 Toreferpatientsforadmissionstothehospitalofthosewhoneedit.About80% oftotal
admissionsarethroughOPD.
 Topromotehealthoftheindividualsundercareintheoutpatientdepartmentbymeansofhealth
education.
 Tocarryoutaftercareandmedicalrehabilitation,whennecessary,afterdischargefromhospital.
 Totrainmedicalstudentshousephysiciansandotherprofessionalstaffsuchasnurseand
technicianswithvaluableanddiversifiedclinicalexperiences.
 To compile,collate and analyze records of patients using outpatient services for
epidemiological,socialclinicalresearchandforperiodicassessmentofclinicaloutcomes.
 Tocarryoutpreventiveandpromotiveservicesthroughprovisionofimmunization,screening,
antenatal,wellbaby,counselingfamilywelfareclinicsetc.
POLICYANDGUIDELINES
 Sustainedandcontinuityofhighstandardpatientcare.
 Moderntechnologyandmethods.
 Obtaintotalpatientsatisfaction.
 Highlymotivatedandtrained,skilledhospitalstaff.
 Periodictrainingandreviewsystem.
 Recordingandretrievalsystem.

7. Page7
 Systemofappointment.
 Morningandafternoonclinics.
 Propersignagesystem.
WORKFLOWOFOPD
 Greeting
 Investigation
 TODeliverCorrectInformationtothepatientandpatientparty
 Registration
 DomesticRegistration
 InternationalRegistration
 Appointments
 Billing
 Consultation
 Diagnostic
 Emergency
 Wellness

 HealthCheck-up
 FollowUp

8. Page8
GeneralInformationforNewPatient
ExecutiveHealthCheckUP
Visitor
Informatio
n
Informatio
n
basedon
ExecutiveHealthCheck
UP
Admittedpatients
ServicesAvailable
Surgeries
Consultation&diagnostic
Stayandtravel
On-panelcompanies&Tie-up
details
Brochureprovided
anddetailsare
explained
Locationdetails
searchedinHIS&
providedtovisitor
Brochuresprovided
anddetailsexplained
GuidedtoIPD
Bookingcounterfor
billingcounseling
GuidedtoOPD&
Diagnosticcounter
GuidedtoBusiness
Centre

9. Page9
Figure1.11:-(GeneralinformationprovidedbytheOPDstafftothenewvisitor)
Pharmacy Guidedtopharmacy
counter

10. Page10
Registration
Registration:-TheprocessinwhichthepatientgetstheuniqueIDfromthehospitalso
thatthehealthcare
Personnelcanmaintainthemedicalrecordsandinthatrecordtheallinformation
relatedwiththepatientcanbe
Maintainedproperly.
Byfollowingtheregistrationprocessitisverymucheasytopickoutthecorrect
informationaboutpatient.
Registrationcanbedoneforthedifferentaspects:
 Forthemedicalrecord
 Forthepurposeofmarketingtoo
1.PatientinformationrequiredforRegistration
2.Nameofthepatient
3.Dateofbirthofthepatient
4.Age
5.Genderofthepatient
6.Maritalstatusofthepatient
7.Mobilenumberofthepatient
8.Emailidofthepatient
9.Addressofthepatient
10.Addressofthepatient
11.Areafromwhichthepatientbelongs
12.City
13.Country
14.Emergencycontact

11. Page11
15.Nameofcontactperson
16.Phonenumberofcontactperson
17.Relationshipwiththepatient
18.Billing
 Consultation
 Diagnostic
 Emergency
 Wellness
19.Cash
20.Card
21.Insurance
22.Billtocompany
Therearegenerallytwotypeofregistrationform
 Domesticregistrationform
Thatformwhichisusedforthepatientwhoarecitizensofourcountryisknownas
Domesticregistrationform.

12. Page12
 Internationalregistrationform
Thatformwhichisusedfortheinternationalpatientisknownasinternational
registrationform.
Thethingswhichisgenerallyusedfortheinternationalregistrationarethefollowing
Visatype
DateofVisaexpiry
Dateofvisaissue
Passportnumber

13. Page13
No
Yes
Fig1.12registrationprocessofopdepartment
PatientRegistrationprocess
Preregisteredpatient
RegistrationChargestobecompleted
andenteredinHISbypcs
PatientdetailssearchedinHIS
andconfirmedthepatient
Pcsselectsthe
serviceofBilling
Pcsconfirmsthemodeof
payment&updateinHIS
Pcsgeneratesinvoiceand
receipt
Invoicereceiptexplained
andhandedtothepatient
Patientdirectedtothe
concernedwaitingarea
ProcessofRegistrationfortheOutPatientDepartment

14. Page14
No
Yes
Fig1.13workflowofbookingconsultation
WorkflowofBookingConsultation
Byphone Patientfor
consultation
Byindividual
ForspecificDoctor
Foranyconsultant
Patientinformedabout
theavailabilityofthe
consultantandpatient
selectstheDoctors
Patient
informed
aboutthe
alternatedate
andtiming
Schedule
reachedfor
slot
availability
PatientdetailscapturedinHISbyPcs
Patientadvisedtoreached15min.beforetheappointmentforbillingformalitiesatopdregistration
desk
Patientdeparts/callclosed
AppointmentBlockedandreconfirmedwithpatientalongwithcharges

15. Page15
DepartmentVisited
 Endoscopy
 Emergency
Endoscopy
Fig.1.14WorkflowofEndoscopy
Patientcomes
Investigationfor
treatment
Diagnosis
ActivityBill
Prepared
Billing
consultation
Discharge

16. Page16
Emergency
Fig.1.15WorkFlowofEmergency
OPDworksinthreeways
1.Consultation
2.Diagnosis
3.Wellness
Patientcomes Treatment
ActivityBill
Prepared
Registration
Billing
Dischargeifthe
patientisoutof
Danger
ShiftedtotheICUIn
thecriticalcondition

17. Page17
WorkflowOutPatientDepartmentisgenerallycategoriesinthreeways
1.WorkprocessforConsultation
Fortheconsultationprocessfirstpatientvisitshospitalandthentheygathersinformation
abouttheDoctorsandconsultationfeeagaintheygoproceedforthebookingorappointment
toconsulttheDoctorsiftheyareregisteredoverthereinthehospitalifnotthenfirsttheygo
fortheregistrationprocess.
Aftertheregistrationprocessandappointmenttheygoforthebillingfurtherandafterthatthey
areguidedtovisitthenursingcounterandonthenursingcountertheygetconfirmationofthe
appointmentandthenursesalsotakevitalsofthepatientsafterthatthepatientisaskedto
waitfortheirturnandguidedforthewaitingarea.
Nowtheirturncomesandgotoconsultthedoctorsandaspertherequirementtheymaketheir
followupappointment.
Ifregistered
Ifnotregistered
Fig1.16workingprocessforconsultation
PatientVisits
Appointment Billing Confirmationof
Appointment
Vitals
Waitforthe
turn
Consultation
withDoctors
Followup
Registration

18. Page18
2.Diagnosis
Diagnosis istheidentificationofthenatureandcauseofacertainphenomenon.Diagnosisisusedin
manydifferent disciplinewithvariationsintheuseof logic,analyticandexperiencetodeterminecause
andeffect.Diagnosticisthatwayprocessoftreatmentinwhichweasapatientareadvised
togothroughthediagnosticprocessandknowabouttheproblemsindeep.
Forthisprocessapatientcannotgodirectlygoforthediagnosis,heorshemusthavethe
logicalreasontogoforthediagnosis.
Theprocessofdiagnosisofanypatientdependsonwhichtypeofdiagnosisthepatient
wantstogothrough.TherearedifferenttypeofdiagnosislikeECG,ECHO,Pathology,
Radiologyetc.
Forgoingthroughthediagnosisapatient.
ApatientmustconsultthedoctorandbasedontheadviceoftheDoctorthepatientor
attendantguidedforthebillingprocessfortheDiagnosisandafterthebilling.
Oncebillingprocessisdonethenpatientisaskedtowaitfortheirturnandnowtheirturn
comesandoncetheygoforthetestnowponephaseofdiagnosisisdone.
Thereportsofthetestisreadynowandthepatientcometocollectthereportsorasper
theprotocolofthehospitalthereportissendtothepatientthroughtheirgmailidasper
givenintheregistrationform.
Againbasedonthereports,Doctorsstartsmedicationprocessofthepatientandlastlyto
reconfirmofthediseasethepatientgofortherediagnosis.
Afterconsultation
withDoctor
Guidedtothebilling
counter
Waitfortheirturn
Goforthetest
Cometocollectreportoras
pertheprotocolofthe
hospitalreportissendtothe
patientbythemail
Aftertakingthe
reportspatientcomes
againforthecheckup
ofthereports

19. Page19
Fig1.17workingflowofdiagnosticprocess
Wellness
Wellnessisanactiveprocessofbecomingawareofandmakingchoicestowardahealthyandfulfilling
life. Wellnessismorethanbeingfreefromillness,itisadynamicprocessofchangeandgrowth.
Maintaininganoptimallevelofwellnessisabsolutelycrucialtoliveahigherqualitylife.Wellnessmatters.
Wellnessmattersbecauseeverythingwedoandeveryemotionwefeelrelatestoourwell-being.Inturn,ourwell-
beingdirectlyaffectsouractionsandemotions.It’sanongoingcircle.Therefore,itisimportantforeveryoneto
achieveoptimalwellnessinordertosubduestress,reducetheriskofillnessandensurepositiveinteractions.
Wellnessdepartmentisaseparatedepartmentinoutpatientdepartmentofthehospital.
Heregenerallytwotypesofpatientcomes
 Corporatepatient–thosepatientisservinginanycompanywhichhastieupwiththe
hospital
 Walkinpatient–thosewhowantstobefitandhealthy,cometothehospitalforhis/her
ownassurancethattheyarefit.
Theworkflowofwellnessforcorporatepatient
Therearetwotypeofpatientscomesinthewellnessforthecheckuponeisfromcorporateandanother
comesbywalkin.
Thepatientcomesfromthecorporate,theyfirstsendsmailtothehospitalandthenhospitalconfirms
theirmaili.e.theytakebooktheirappointmentthroughthemailandthenonthefixfixedtimeforthe
Test.
Nowtheygoforthetestsaftertheirappointmentandthewellnessstaffcollectstheirreportsandafter
theprocessoffilearrangementthereport’sfileisdispatchedbythehospitalstafftothecompanyand
theyalsosendsmailtothepatientandcompanytoconfirmtheirreports.
Aspertheguidancethe
patientagaingoforthe
testtoknowthestatus
oftheDisease

20. Page20
Theworkflowforcorporatepatient
Fig1.18workflowofwellnessforcorporatepatient
Patientsends
mailtothehospital
Hospitalconfirmsthe
mailofpatient
Takeappointment
forthetest
Patientgoesfor
thetestCollectthereports
ofthetests
File
Arrangement
Dispatchtothe
company
Wellnesssendsconfirmationmail
andsoftcopyofthereportstothe
hospitalaswellaspatients

21. Page21
Theworkflowforthewalkinpatient
Walkinpatientbookgettheirappointmentfromthecallcenterthroughthecall,andthencomeforthe
testandguidedforthebillingagaingoesforthetest,thenafterthewellnessdepartmentcollects
reportsofallthetestsandthenafterthetheyarrangeallthereportsanddispatchtothepatients
directly.
Theworkflowforthewalkinpatient
Bookingthrough
call
Hospitalconfirms
Appointmentandgoes
forbilling
PatientGo forthe
test
CollectionofreportsSendsmail

22. Page22
Fig1.19workflowofwalkinpatients
ProjectReport
On
PatientSatisfactionInOutpatientDepartment
Location:
OutPatientDepartment
GroundFloorandFirstFloor
TypesofStudy:BothObservationalandAnalyticalstudies
TypesOFDataUsed:PrimaryDataandsecondaryData
ReportsDispatchto
thepatient
Filearrangement

23. Page23
ObjectivesoftheStudy
 ToassesstheprocessinOPD.
 Toknowthatpatientsaresatisfiedornot.
 Toknowanalyzethequalityofthetreatment.
 Toanalyzetheproblemstherein.
 TosuggestmeasurestoprovidesmoothfunctioningofOPD.
 Togiverecommendationstoreducewaitingtimesindifferentcases.
 Facilitiesprovidingtothepatientsaresatisfactoryornot.
 Toobservethefunctionofvariousdepartments.

24. Page24
AstudyonpatientsatisfactioninOutPatientDepartmentofWPratiksha
Hospital
Patients’satisfactionconstitutesasignificantindicatorofthehealthcarequalityasthe
finalqualityconfirmationisnotonlydefinedbytheeffectivenessofmedicalcare,thatisthe
desirablehealthlevel,butfrom thepatient’ssatisfactionaswell,whichconsistsanintegral
partandrecognizableindicatorofthequalityofhealthcareprovided.1
Patientsatisfactionisasimportantasotherclinicalhealthmeasuresandisaprimary
meansofmeasuring theeffectivenessofhealth caredelivery.Thecurrentcompetitive
environmenthasforcedhealthcare.
Organizationstofocusonpatientsatisfactionasawaytogainandmaintainmarketshare.If
youdon’tknow whatyourstrengthsandweaknessesare,youcan’tcompeteeffectively.
Patientsatisfactionsurveyscanbetoolsforlearning;theycangiveproportiontoproblem
areasandareferencepointformakingmanagementdecisions.Theycanalsoserveasa
meansofholdingphysiciansaccountable–physicianscanbecompelledtoshowtheyhave
acceptablelevelsofpatientsatisfaction.Patientsatisfaction datacan also beused to
documenthealthcarequalitytoaccreditingorganizationsandconsumergroupsandcan
provideleverageinnegotiatingcontracts.Patientsatisfactionisasimportantasotherclinical
healthmeasuresandisaprimarymeansofmeasuringtheeffectivenessofhealthcaredelivery.
Patient-centeredoutcomeshavetakencentralstageastheprimarymeansofmeasuringthe
effectivenessofhealth care delivery.To evaluate thelevelofpatientsatisfaction with
OPDservicesintermsofdescribingtheexperienceofpatientsaboutmedicineOPDservices
andaccessibilitytoservices
amongthepatientswhoattendedthemedicineOPDofWPratikshaHospital.
Apatientistheultimateconsumerofthehospital.Heisthepersonindistress.He
expectsfrom hospitalcomfort,careandcure.Patientformscertainexpectationspriortovisit.
Oncethepatientcometothehospitalandexperiencethefacilities,theymaybecomeeither
satisfiedordissatisfied.
Acriticalchallengeforhealthserviceprovidersindevelopingcountriesistofindwaysto
makethem moreclient-oriented.Indifferenttreatmentofpatients,unofficialpaymentsto
providers,lackofpatientprivacy,andinadequateprovisionofmedicinesandsuppliesare
common,yetarerarelyacknowledgedbytraditionalqualityassessmentmethods.4
Healthcareconsumerstoday,aremoresophisticatedthaninthepastandnowdemand
increasinglymore accurate and valid evidence ofhealth plan quality.Patient-centered
outcomeshavetakencentralstageastheprimarymeansofmeasuringtheeffectivenessof
healthcaredelivery.
Aresearchonpatientsatisfactioncanbeanimportanttooltoimprovethequalityof
services.WiththisintentionwehaveevaluatedthepatientsatisfactionlevelinW Hospital
Gurgaon.

25. Page25
ToevaluatethelevelofpatientsatisfactionwithOPDservicesintermsofdescribingthe
experienceofpatientsaboutmedicineOPDservicesandaccessibilitytoservicesamongthe
patientswhoattendedtheOPDofWPratikshahospital.
ResearchMethodology
VENUE:
WPRATIKSHAHOSPITAL,GURUGRAM
DATACOLLECTIONMETHOD:
PRIMARYDATA:Thedatawhichiscollectedfirsttimethroughdoingresearchor
survey.
SECONDARYDATA:secondarydatareferstodatathatwascollectedbysomeoneotherthan
theuser.Commonsourceofdataareofficialrecords,publications,journals,internetand
magazinesetc.
SampleSize:-200patients

26. Page26
DURATION:
2
st
July2018to1
st
SEPTEMBER2018.
DESIGNOFTHESTUDY:BothobservationalandAnalytical
Intheresearchmethodwetook200patientsfortheresearch,andbasedon
theirfeedbackatablehasbeenmadeforthesatisfactionofthepatientandwhat
thingstobedoneformakethemmoresatisfy.
Questionnaireforfeedback
Results(numberof
patientinpercentage)
Bad
Averag
e Good
Very
Good
CorrectinformationfromOpDesk 0=0% 0=0% 45% 55%
Behaviorsofhealthcarepersonal 0=0% 0=0% 10% 90%
Appointmentontime 10=5%
20=10
%
20=10
%
150=75
%
Waitingtime
50=25
%
30=15
% 10=5%
110=55
%
Waitingarea 10=5%
20=10
%
60=30
%
110=55
%
AvailabilityofDoctors 10=5% 10=5%
50=25
%
130=65
%
Explanationoftreatment 10=5% 10=5%
80=40
%
100=50
%

27. Page27
Vitalsparameters 0=0% 0=0%
40=20
%
160=80
%
Experience 0=0% 10=5%
30=15
%
160=80
%
NurseServices 0=0% 0=0%
30=15
%
170=85
%
RegistrationServices 0=0% 0=0%
90=45
%
110=55
%
Fig.1.21Questionnaireforfeedback
Analysis
1.CorrectinformationfromOpDesk
DuringtheresearchitwasfoundthatpatientwereverymuchsatisfiedwiththeOutPatientDeskcounterthatmeans
gotsatisfactoryinformationfromtheopdesk.Noonewasdissatisfiedwiththecounterwhereas45%patientratedG
and55%percentratedwithveryGood.

28. Page28
Fig2.1Informationfromopdesk
2.Behaviorsofhealthcarepersonal
Behaviorsofthehospitalstafftowardsthepatientwerejustamazinganditwasfoundthat90%patientratedverygo
and10%goodforthebehavior’scolumn.
Thecommunicationbetweenpatientandstaffwasquiteimpressive.
Fig2.2Behaviourofhealthcareprofessional
3.Appointmentontime
Duringthestudyitwasseenthatduetorushinthehospitalfewofthepatientgot
appointmentlateaspergiventhetimetothepatientsothat5%ratedwiththebadand
10%ratedwiththeaveragewhereas10%ratedwithgoodandrestofthe75%ratedwiththevery
good.
Fig2.3AppointmentonTime

29. Page29
4.Waitingtime
Itwasseenthatduetorushinthehospital25% patientratedthattheirwaitingtimewasnot
goodwhereas15%ratedwithaverageand5%ratedwithgoodandrestofthe55%ratedwith
verygoodastheirwaitingtimewascomfortable.
Fig2.4Waitingtimeforthepatient
5.Waitingarea
5%ofthepatientwasnotsatisfiedwiththewaitingareaand10%ratedwith
averagesatisfactionwhereas30%ratedwithgoodsatisfactionrateandrestof
the55%wereverysatisfiedwiththewaitingareaandenvironmentofthehospital
Fig2.5waitingareaofpatient

30. Page30
6.AvailabilityofDoctors
5%patientratedbadasthedoctorswerenotavailableatthetime
whereas6%ratedaverageand28%ratedgoodattheavailabilityofthe
doctorsand61%ratedverygoodattheavailabilityoftheDoctors
Fig2.6 Availabilityofdoctors
7.Explanationoftreatment
50%ofthepatientratedverygoodintheexplanationofthetreatment
whereas40%ofthepatientratedgoodinexplainingthetreatment
whereas5%ratedwiththeaverageand5%ratedwiththattheydidnot
understandthetreatment.
Fig.2.7ExplanationofTreatment
8.Vitalsparameters
Allthepatientsweresatisfiedwiththevitalsparametertakenbythenursingstaffonthe
nursingstationas80%ratedverygoodand20%ratedgoodinthevitalsparameters.

31. Page31
Fig2.8VitalsParameters
9.Experience
80%ofthepatientratedverygoodinoverallexperienceand15%rated
withthegoodinoverallexperienceswhereas5%ratedwiththeaverage
experiencesofthehospitalbutnooneratedwiththebadexperienceof
thehospital
Fig2.9Experience
10.NurseServices
Itwasseenthatduringtheresearchprocessnursingserviceswerequiteimpressiveand85%of
thepatientratedwithverygoodand15%ofthepatientratedwiththegoodthatwasquite
amazingandthepatientswereoverallveryhappywiththeDoctorsandnursesa’

32. Page32
Fig2.10NursingServices
11.RegistrationServices
Duringthesurveyitwasseenthat59%ofpeopleratedwiththevery
goodand41%ofthepatientratedwiththegood.Itshowsthatthe
patientwereverymuchsatisfiedwiththeregistrationserviceofthe
Hospital.
Fig2.11Registrationservices

33. Page33
RECOMMENDATIONANDSUGGESTION
DuringmytrainingperiodIgottoknowmanythingsandmanyproblemsin
theOPDandfollowingarethesuggestionandrecommendation:-
 GDAshouldbeincreaseintheOPDfloortoreducetheworkloadbilling

34. Page34
staffs
 Inthemorningdoctorsshouldavailablesothatpatientwillnotsuffer
delayintreatment.
 WatershouldbefilledinthemorningatOPDbefore8AM
 RoutinevisitITdept.
 Inthecaseofappointmentpatientanddoctorsshouldbeavailableon
timegivenwhichwillreducethedelay.
CONCLUSION
Animportantindicatoroftheperformanceisthepatientsatisfactionwhich,
toalargeextent,dependsuponthePATIENTSATISFACTION.Patientcomingto
thehospitalifsatisfiedwillhelpindevelopingthegoodimageofthehospital.In
ordertoachievethatitisnecessarythatthestaffsaretrainedandcompetent

35. Page35
enoughtomakethishealthcareunique.Patientseemedtobesatisfiedwiththe
overallservicesofthehospital,howevertoday’swowistomorrow’sordinaryand
WPRATIKSHAHospitalshouldcontinuetobringinnovativemethodstoprovide
carethatpeopletrust.
Bibliography
TakenhelpfromBookmagazinewhichisemployeeorientationBookofWpratisksha
Hospital
 InternationalJournalofCommunityMedicineandPublicHealthJoshiSetal.IntoJ
CommunityMedPublicHealth.2017Apr;4(4):1141-1147http://www.ijcmph.com

36. Page36
 LauH,LauAH.2000.Afastprocedureforcomputingthetotalsystemcostofan
appointmentscheduleformedicalandkindredfacilities.IIETrans32(9):833-839.

37. Page37

38. Page38

39. Page39

40. Page40

41. Page41