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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.

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Operations Presentation on the General Surgery Clinic at Boston Medical Center

  1. 1. General Surgery ClinicBMC<br />Operations Team 4<br />Asad Butt<br />EszterHamori<br />DineshKurian<br />Cristina Pedroza<br />Joel Samen<br />
  2. 2. Boston Medical Center (BMC) <br />“Exceptional care without exception”<br />Private Non-profit<br />Located in South End<br />BU’s Teaching Hospital<br />
  3. 3. Meet the Patients<br />
  4. 4. …Their Medical Concerns<br />
  5. 5. …And Medical Care Competitors<br />
  6. 6. Environment<br /><ul><li>Medical Assistants
  7. 7. Nurse Practitioners
  8. 8. Reception Staff
  9. 9. Attendings
  10. 10. Residents
  11. 11. Students
  12. 12. Patients
  13. 13. Examination Rooms</li></li></ul><li>Consultation Process<br />Patient´s Perspective<br />Patient is escorted to Examination Room<br />
  14. 14. Consultation Process<br />Staff´s Perspective<br />Medical Assistant<br />Resident Doctor<br />
  15. 15. Consultation Process<br />Staff´s Perspective<br />Attending Doctor<br />Wound Care Ostomy Nurse (Specialist)<br />
  16. 16. Why You Wait at the Doctor<br />
  17. 17. Issues with the Process<br />Throughput Time<br />Machinery<br />Measure<br />Variability in Demand<br />Non-English Speaking Patients<br />Patient Type<br />Case Type<br />Small Number of<br />Translator Phones<br />Attendings<br />Effectiveness vs. Efficiency<br />On the Job Learning<br />Shared Resources<br />Availability<br />Staff<br />Training<br />Program<br />Manpower<br />Method<br />
  18. 18. Absenteeism<br />Machinery<br />Measure<br />Socioeconomic<br />Factors<br />Transportation<br />Lack of Escort<br />Can´t Skip Work<br />No Car<br />Access to Public Transportation<br />No Children Care<br />Limited Parking<br />Limited / No-Coverage<br />Uncomfortable Seating<br />Dark, Boring, Narrow<br />Clinic <br />Premises<br />Insurance <br />Coverage<br />Materials<br />Method<br />
  19. 19. Expectation Misalignment<br />Measure<br />Measure<br />Data <br />Collection<br />Market Research<br />Customer Satisfaction<br />Survey<br />Benchmark<br />Lack of Process<br />Statistics<br />No Written Procedures<br />Disconnection with Top Management<br />Role Ambiguity<br />No Targets Set<br />Service <br />Guidelines<br />Staff Working <br />As a Silo<br />Method<br />Manpower<br />
  20. 20. Quality of Service: Process Specifications<br />
  21. 21. Quality of Service: Process Expectations<br />Doctor<br />Patient<br />Misalignment<br />Expectation:<br />To be simultaneously effective and efficient<br />Short time with each patient<br />Expectation:<br />Spend approximately 39 minutes with medical staff<br />25 Minutes with Medical Staff<br />
  22. 22. Recommendations<br />
  23. 23. Recommendation: Address No-Show Rate<br />
  24. 24. Recommendation: Reduce Schedule Variability<br />
  25. 25. Recommendation: Decrease Throughput Time<br />
  26. 26. Recommendation: Manage Expectations<br />
  27. 27. Recommendation: Improve Waiting Experience<br />
  28. 28. Creating a Better Patient Experience<br />Happier Patients<br />
  29. 29.
  30. 30. Appendix: Resident Time with Patient<br />
  31. 31. Appendix: Attending Time with Patient<br />

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