Business Process Reengineering of American Nursing Services

1. American Nursing Services,
Inc.
Business Process Re-engineering
Submitted by,
Group 1

2. Problems being faced by ANS
 Time lag in communication between nurses and hospitals.
 Low retention ratio of nurses and staffers.
 Last moment cancellations
 Affecting brand image
 Increased costs
 Reduce staffer morale and hence lower productivity
 Variation in nurses’ preferences
 Despite having high number of skilled nurses on payroll,
perennial inadequacy of appropriate fit

3. Root Cause Analysis using Fish Bone Diagra
Streamlini
ng
Operations
Lower
morale

4. Issues Patricia Kathleen is worried
about
 How to fund the growth of American Nursing Services, Inc.
 How to make existing operations more profitable
 Non Uniform Performance of employed Nurses at different
hospitals: No monitoring
 Whether to go for Geographical Expansion

5. Addressing the Issues
 Initial funding through Private Stock Sell-out, later through Debt
 Implemented MIS to mechanize control functions as a reactive
aid to staffing
 Appointment of Chief Nurse so as to monitor the performance of
nurses

6. Help Patricia Kathleen to make her
business successful and achieve
growth
 Upgrading MIS to improve efficiency
 Identify capable and proactive nurses to reduce last moment
cancellations from nurse’s side
 Training staffers to provide the capability to efficiently manage
calls from hospitals
 Differential Pricing based on the time of initiation without losing
competitive advantage

7. Radical Improvement of ANS
Processes
A1
A2
A3
An
Hospitals in
different areas of
the city
Central Communication & Management Layer
A1 - Staff
Team
Nurse 1
Nurse 2
Nurse 3
Nurse n
A2 - Staff
Team
Nurse 1
Nurse 2
Nurse 3
Nurse n
A3 - Staff
Team
Nurse 1
Nurse 2
Nurse 3
Nurse n
An - Staff
Team
Nurse 1
Nurse 2
Nurse 3
Nurse n
AccordingtoCapability
Every nurse to be provided with a pager (as it is 1990). The moment a hospital calls on
Central Communication Layer, the message is passed to the Nurse. She then replies
with either her consent or dissent. The message is sent priority wise and according to
area.
SegregatedaccordingtoArea
The hospitals call the ANS,
where the call is received by an
automated system which
redirects call according to area.
The Area Staff Team
automatically informs the nurses
(priority wise) about the call.
Their response is reverted to the
Hospital without any idle time
BPR principles applied are
–
1. Treat geographically
dispersed resources as though
they are centralized
2. Put the decision point where
the work is performed, & build
control into the process
3. Link Parallel activities in the
workflow instead of just

8. Resolving issues & Risks Involved
Increasing profitability of existing operations
• Due to the segregation of nurses according to area in which they live & their
skillsets, responding to calls from hospitals becomes an almost immediate
process with increased satisfaction & very little loss of time in communication
Non Uniform performance of nurses
• As the satisfaction level of nurses would increase, there would be a drastic
increase in the performance of the nurses. Their preferences are met as well as
there is reduced cancellations as ANS can respond with minimal delay.
Growth & Geographic Expansion
• The best way to expand to other cities is by acquisitions of smaller such agencies
in other cities. The Logistic network & manpower with an existing setup would be
available onto which the new model can be applied to garner competitive
advantage
Since Business Process Reengineering requires massive overhaul of the entire
system along with heavy funding, it is of utmost importance to be able to implement
this well & fast. Risk would undoubtedly be high, but after implementation the returns
& operating efficiency would far outstrip competition thus drastically increasing
market share for ANS.
Risk
Issues