This document summarizes a presentation on applying lean management principles to improve medical practice operations. It discusses identifying and eliminating waste ("muda") in processes like scheduling appointments, registration, and referrals to specialists. Mapping current workflows and questioning traditional ways of doing things can help practices optimize value for patients. The goal is to do more with less by reducing non-value-added activities and delays.
Drastic electronic overhauls are revolutionizing dental practices and improving the ways offices record and track patients. However, with all this new technology, many dentists still find tracking patient health a primary challenge in maintaining their billing process. Another factor is getting paid.
Drastic electronic overhauls are revolutionizing dental practices and improving the ways offices record and track patients. However, with all this new technology, many dentists still find tracking patient health a primary challenge in maintaining their billing process. Another factor is getting paid.
Quality Medical Care presentation made to a major Pharm mfgr in 1998 at a national meeting. Purpose is to explain how pharm company could use gov mandates to add value to contracts with MCOs.
352018 IFSM 305 – Case Study Page 1 Midtown Fami.docxtarifarmarie
3/5/2018 IFSM 305 – Case Study Page | 1
Midtown Family Clinic
Case Study
In 1990, Dr. Harold Thompson opened the Midtown Family Clinic, a small internal medicine practice, in an
area with an increasing number of new family residences. Dr. Thompson has been the owner and manager
of the medical practice. He has two registered nurses, Vivian Halliday, and Maria Costa, to help him.
Usually, one nurse takes care of the front desk while the other nurse assists the doctor during the patient
visits. They rotate duties each day. Front desk duties include all administrative work from answering the
phone, scheduling appointments, taking prescription refill requests, billing, faxing, etc. So if on Monday
Nurse Halliday is helping the doctor, then it is Nurse Costa who takes care of the front desk and all office
work. The two nurses are constantly busy and running around, and patients are now accustomed to a
minimum 1-2 hour wait before being seen. If one nurse is absent, the situation is even worse in the clinic.
The clinic has three examination rooms so the owner is now looking into bringing a new physician or nurse
practitioner on board. This would help him grow his practice, provide better service to his patients, and
maybe reduce the patients’ waiting time. Dr. Thompson knows that this will increase the administrative
overhead and the two nurses will not be able to manage any additional administrative work. He faces
several challenges and cannot afford to hire any additional staff, so Dr. Thompson has to optimize his
administrative and clinical operations. The practice is barely covering the expenses and salaries at the
moment.
Dr. Thompson’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing insurance,
the front office nurse has to fax all the needed documentation to a third party medical billing company at
the end of the day. The medical billing company then submits the claim to the insurance company and
bills the patient. The clinic checks the status of the claims by logging into the medical billing system,
through a login that the medical billing company has provided the clinic to access its account. There is no
billing software installed at the practice, but the nurses open Internet Explorer to the URL of the medical
billing company and then use the login provided by the third party medical billing company. Of course, the
medical billing company takes a percentage of the amount that the clinic is reimbursed by the insurance.
Although the medical practice has the one PC with the scheduling software and an internet connection, it
does not have a Web site or any other technology, and essentially still operates the same as it did in 1990.
One.
352018 IFSM 305 – Case Study Page 1 Midtown Fami.docxShiraPrater50
3/5/2018 IFSM 305 – Case Study Page | 1
Midtown Family Clinic
Case Study
In 1990, Dr. Harold Thompson opened the Midtown Family Clinic, a small internal medicine practice, in an
area with an increasing number of new family residences. Dr. Thompson has been the owner and manager
of the medical practice. He has two registered nurses, Vivian Halliday, and Maria Costa, to help him.
Usually, one nurse takes care of the front desk while the other nurse assists the doctor during the patient
visits. They rotate duties each day. Front desk duties include all administrative work from answering the
phone, scheduling appointments, taking prescription refill requests, billing, faxing, etc. So if on Monday
Nurse Halliday is helping the doctor, then it is Nurse Costa who takes care of the front desk and all office
work. The two nurses are constantly busy and running around, and patients are now accustomed to a
minimum 1-2 hour wait before being seen. If one nurse is absent, the situation is even worse in the clinic.
The clinic has three examination rooms so the owner is now looking into bringing a new physician or nurse
practitioner on board. This would help him grow his practice, provide better service to his patients, and
maybe reduce the patients’ waiting time. Dr. Thompson knows that this will increase the administrative
overhead and the two nurses will not be able to manage any additional administrative work. He faces
several challenges and cannot afford to hire any additional staff, so Dr. Thompson has to optimize his
administrative and clinical operations. The practice is barely covering the expenses and salaries at the
moment.
Dr. Thompson’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing insurance,
the front office nurse has to fax all the needed documentation to a third party medical billing company at
the end of the day. The medical billing company then submits the claim to the insurance company and
bills the patient. The clinic checks the status of the claims by logging into the medical billing system,
through a login that the medical billing company has provided the clinic to access its account. There is no
billing software installed at the practice, but the nurses open Internet Explorer to the URL of the medical
billing company and then use the login provided by the third party medical billing company. Of course, the
medical billing company takes a percentage of the amount that the clinic is reimbursed by the insurance.
Although the medical practice has the one PC with the scheduling software and an internet connection, it
does not have a Web site or any other technology, and essentially still operates the same as it did in 1990.
One ...
Reasons why you should read these slides:
It’s totally focused on your industry, versus a general industry session.
The Ohio Bureau of Workers’ Compensation (BWC) requires employers who participate in a group/group retrospective rating plan and have had a workers’ compensation claim within the “green year” to complete two hours of mandatory safety training during the each policy year. This means that companies who are group/group retrospective rated participants with an injury claim filed between Jan. 1, 2012 and Dec. 31, 2012 (calendar year 2012) must attend safety training, regardless of the size or severity of the claim. Per BWC guidelines, each company policy owner is required to fulfill separately the two-hour training requirement and may designate any company representative to attend.
Failing to meet this requirement could jeopardize your group/group retrospective rating program status.
The ORA is one of Ohio’s leading providers of foodservice-specific health and safety educational initiatives. The association links members of the foodservice industry with industry leaders that take an active involvement in educating them about procedures and policies that can reduce and prevent accidents in their establishments.
The association understands that members don’t have the time and availability to sit through hours and hours of educational meetings that focus on addressing all of the health and safety concerns that can befall a restaurant. That’s why we target our educational seminars to specific areas of operation, like back-of-the-house and front-of-the-house training programs.
Reading these slides will not give you credit. You must participate in live educational event.
In this second of the series of questions and answers about the Partners for Change Outcome Management System and the challenges of public behavioral health, Mary Haynes, Ph.D. tackles cancelations and no shows and discusses how PCOMS can have a positive impact on missed appointment rates. For more information, visit the Public Behavioral Health page at www.heartandsoulofchange.com
Whether you're just establishing your first dental practice or want to ensure your current recordkeeping process is appropriate, this article can provide insight into the basics of this daily task and offer some tips to make this process more efficient.
Whether you're just establishing your first dental practice or want to ensure your current recordkeeping process is appropriate, this article can provide insight into the basics of this daily task and offer some tips to make this process more efficient.
Duties of a certified medical assistantNancy Higgins
Certified medical assistants perform wide-ranging duties in ambulatory healthcare settings such as doctor offices, group practices and clinics. They provide administrative, clerical as well as basic clinical support to healthcare practitioners. From greeting and registering patients to assisting doctors during a clinical procedure – the list of their duties and responsibilities is quite exhaustive.
Workplace productivity is an estimate of how efficiently organizations utilize their resources to accomplish business objectives. Improving productivity is important because increasing it can increase revenue using the same or fewer resources.
Did you know that among high-developed countries,
the U.S. ranks last in health system performance while spending the most per capita on healthcare?! Here are some key metrics and analysis that were made to reveal the reasons why patients are unhappy with the provided service!
Patient often has at least some anxietyFear of dia.docxdanhaley45372
Patient often has at least some anxiety
Fear of diagnosis
Discomfort with lack of privacy
Fear of high costs/ time off work
Fear of pain or discomfortDifficult for MD’s and nurses
Administrative role to provide a supportive environment
Patient judge medical care based upon their entire experience, not just physician quality
Parking
Registration
BillingDemeanor of manager may dispel complaints
Listen, empathize, change what you can, however….
Medical decisions are still the MD’s responsibility
Timeliness
Respect that their time is as important as yoursProvider attitude
Happy doctors and nurses, good “bedside manner”Complaints may be a symptom of a larger problem
Patient anxiety
Financial concerns
Too little time with MDMD didn’t listenStaff was rude, uncaringWait too longMD took calls during examPoor teaching, no explanation for testsPoor explanation of billing, insurancePoor communication between specialist and primary care
Top complaints revolve around time, respect, and patient instructionGather facts, information
Remember subjective patient information is only one side of the story
Patients may be misunderstanding the purpose for tests or MD decisionsEasier to resolve when organizational systems are in place
Identification of the problem
Reactive: Complaints
Proactive: Data collection such as surveysAnalyze data to identify trendsCommunicate information in an impartial way to staff, leadersImplement actions to reverse trendsContinuous evaluation to assure effectiveness
Inform patients of why the survey is being done
What the data will be used for
Confidentiality; that answers won’t affect future medical careProvide a stamped envelope
Put no burden on the patient
If a patient puts their name and a personal note provide a personal responseCommunicate results to staff
Complaint resolution/ patient relations is an area where an administrator can make a tremendous impact
May reduce malpractice claimsNeed MD support
Establish peer review processes for MD’s
MD’s should be evaluated by other MD’s
Put in place a formal , objective complaint resolution systemCommunicate continuously with staff
Hca 346 ambulatory care administration
Professor Haislip
Chapters 3 & 5
Basis of any quality program is to figure out what the customer wants and needs while meeting or exceeding their expectations.
Driven from theme of customer-driven market
Customer service principles (ex: Six Sigma) and the common methodologies, combined with the ten commonsense principles (CSPs) and personal experiences, will deliver a customer-focused culture.
Figure 3.1
Chapter 3: Engineering the customer connection
Quality Function Development (QFD)- an effective team approach to designing products and services that involves key stakeholders from the organizations that are responsible for what the customer uses or purchases
notably called the voice of the customer
QFD and voice of the consumer refers to development of prioritized set of customers wants and nee.
Reasons why you should read these slides:
It’s totally focused on your industry, versus a general industry session.
We discuss the new prospective billing - you need to know about this!
The Ohio Bureau of Workers’ Compensation (BWC) requires employers who participate in a group/group retrospective rating plan and have had a workers’ compensation claim within the “green year” to complete two hours of mandatory safety training during the each policy year. This means that companies who are group/group retrospective rated participants with an injury claim must attend safety training, regardless of the size or severity of the claim. Per BWC guidelines, each company policy owner is required to fulfill separately the two-hour training requirement and may designate any company representative to attend.
Failing to meet this requirement could jeopardize your group/group retrospective rating program status.
The ORA is one of Ohio’s leading providers of foodservice-specific health and safety educational initiatives. The association links members of the foodservice industry with industry leaders that take an active involvement in educating them about procedures and policies that can reduce and prevent accidents in their establishments.
The association understands that members don’t have the time and availability to sit through hours and hours of educational meetings that focus on addressing all of the health and safety concerns that can befall a restaurant. That’s why we target our educational seminars to specific areas of operation, like back-of-the-house and front-of-the-house training programs.
Reading these slides will not give you credit. You must participate in live educational event.
352018 IFSM 305 – Case Study Page 1 Midtown Fami.docxaryan532920
3/5/2018 IFSM 305 – Case Study Page | 1
Midtown Family Clinic
Case Study
In 1990, Dr. Harold Thompson opened the Midtown Family Clinic, a small internal medicine practice, in an
area with an increasing number of new family residences. Dr. Thompson has been the owner and manager
of the medical practice. He has two nurses, Vivian and Maria, to help him. Usually, one nurse takes care
of the front desk while the other nurse assists the doctor during the patient visits. They rotate duties each
day. Front desk duties include all administrative work from answering the phone, scheduling appointments,
taking prescription refill requests, billing, faxing, etc. So if on Monday Vivian is helping the doctor, then it
is Maria who takes care of the front desk and all office work. The two nurses are constantly busy and
running around, and patients are now accustomed to a minimum 1-2 hour wait before being seen. If one
nurse is absent, the situation is even worse in the clinic. The clinic has three examination rooms so the
owner is now looking into bringing a new physician or nurse practitioner on board. This would help him
grow his practice, provide better service to his patients, and maybe reduce the patients’ waiting time. Dr.
Thompson knows that this will increase the administrative overhead and the two nurses will not be able to
manage any additional administrative work. He faces several challenges and cannot afford to hire any
additional staff, so Dr. Thompson has to optimize his administrative and clinical operations. The practice
is barely covering the expenses and salaries at the moment.
Dr. Thompson’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing insurance,
the front office nurse has to fax all the needed documentation to a third party medical billing company at
the end of the day. The medical billing company then submits the claim to the insurance company and
bills the patient. The clinic checks the status of the claims by logging into the medical billing system,
through a login that the medical billing company has provided the clinic to access its account. There is no
billing software installed at the practice, but the nurses open Internet Explorer to the URL of the medical
billing company and then use the login provided by the third party medical billing company. Of course, the
medical billing company takes a percentage of the amount that the clinic is reimbursed by the insurance.
Although the medical practice has the one PC with the scheduling software and an internet connection, it
does not have a Web site or any other technology, and essentially still operates the same as it did in 1990.
One problem that is immediately noticeable is ...
11292015 IFSM 305 – Case Study Page 1 UMUC Family .docxaryan532920
11/29/2015 IFSM 305 – Case Study Page | 1
UMUC Family Clinic Case Study
In 1980, the UMUC Family Clinic was opened in a growing family area near UMUC, Maryland, by Dr. Tom
Martin, a University of Maryland graduate after he retired from the US Navy. It is a small internal
medicine medical practice. Dr. Martin has been the owner and manager of the medical practice. He has
two nurses, Vivian and Manuella, to help him. Usually, one nurse takes care of the front desk while the
other nurse assists the doctor during the patient visits. They rotate duties each day. Front desk duties
include all administrative work from answering the phone, scheduling appointments, taking prescription
refill requests, billing, faxing, etc. So if on Monday Vivian is helping the doctor, then it is Manuella who
takes care of the front desk and all office work. The two nurses are constantly busy and running around
and patients are now accustomed to a minimum 1-2 hour wait before being seen. And, if one nurse is
absent, the situation is even worse in the clinic. The clinic has three examination rooms so the owner is
now looking into bringing a new physician or nurse practitioner on board. This would help him grow his
practice, provide better service to his patients, and maybe reduce the patients’ waiting time. Dr. Martin
knows that this will increase the administrative overhead and the two nurses will not be able to manage
any additional administrative work. He faces several challenges and cannot afford to hire any additional
staff, so Dr. Martin has to optimize his administrative and clinical operations. The practice is barely
covering the expenses and salaries at the moment.
Dr. Martin’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing
insurance, the front office nurse has to fax all the needed documentation to a third party medical billing
company at the end of the day. The medical billing company then submits the claim to the insurance
company and bills the patient. The clinic checks the status of the claims by logging into the medical
billing system, through a login that the medical billing company has provided the clinic to access its
account. There is no billing software installed at the practice, but the nurses open Internet Explorer to
the URL of the medical billing company and then use the login provided by the third party medical billing
company. Of course, the medical billing company takes a percentage of the amount that the clinic is
reimbursed by the insurance. Although the medical practice has the one PC with the scheduling software
and an internet connection, it does not have a Web site or any other technology, and essentially still
operates the same as it ...
Drastic electronic overhauls are revolutionizing dental practices and improving the ways offices record and track patients. However, with all this new technology, many dentists still find tracking patient health a primary challenge in maintaining their billing process. Another factor is getting paid.
Drastic electronic overhauls are revolutionizing dental practices and improving the ways offices record and track patients. However, with all this new technology, many dentists still find tracking patient health a primary challenge in maintaining their billing process. Another factor is getting paid.
Quality Medical Care presentation made to a major Pharm mfgr in 1998 at a national meeting. Purpose is to explain how pharm company could use gov mandates to add value to contracts with MCOs.
352018 IFSM 305 – Case Study Page 1 Midtown Fami.docxtarifarmarie
3/5/2018 IFSM 305 – Case Study Page | 1
Midtown Family Clinic
Case Study
In 1990, Dr. Harold Thompson opened the Midtown Family Clinic, a small internal medicine practice, in an
area with an increasing number of new family residences. Dr. Thompson has been the owner and manager
of the medical practice. He has two registered nurses, Vivian Halliday, and Maria Costa, to help him.
Usually, one nurse takes care of the front desk while the other nurse assists the doctor during the patient
visits. They rotate duties each day. Front desk duties include all administrative work from answering the
phone, scheduling appointments, taking prescription refill requests, billing, faxing, etc. So if on Monday
Nurse Halliday is helping the doctor, then it is Nurse Costa who takes care of the front desk and all office
work. The two nurses are constantly busy and running around, and patients are now accustomed to a
minimum 1-2 hour wait before being seen. If one nurse is absent, the situation is even worse in the clinic.
The clinic has three examination rooms so the owner is now looking into bringing a new physician or nurse
practitioner on board. This would help him grow his practice, provide better service to his patients, and
maybe reduce the patients’ waiting time. Dr. Thompson knows that this will increase the administrative
overhead and the two nurses will not be able to manage any additional administrative work. He faces
several challenges and cannot afford to hire any additional staff, so Dr. Thompson has to optimize his
administrative and clinical operations. The practice is barely covering the expenses and salaries at the
moment.
Dr. Thompson’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing insurance,
the front office nurse has to fax all the needed documentation to a third party medical billing company at
the end of the day. The medical billing company then submits the claim to the insurance company and
bills the patient. The clinic checks the status of the claims by logging into the medical billing system,
through a login that the medical billing company has provided the clinic to access its account. There is no
billing software installed at the practice, but the nurses open Internet Explorer to the URL of the medical
billing company and then use the login provided by the third party medical billing company. Of course, the
medical billing company takes a percentage of the amount that the clinic is reimbursed by the insurance.
Although the medical practice has the one PC with the scheduling software and an internet connection, it
does not have a Web site or any other technology, and essentially still operates the same as it did in 1990.
One.
352018 IFSM 305 – Case Study Page 1 Midtown Fami.docxShiraPrater50
3/5/2018 IFSM 305 – Case Study Page | 1
Midtown Family Clinic
Case Study
In 1990, Dr. Harold Thompson opened the Midtown Family Clinic, a small internal medicine practice, in an
area with an increasing number of new family residences. Dr. Thompson has been the owner and manager
of the medical practice. He has two registered nurses, Vivian Halliday, and Maria Costa, to help him.
Usually, one nurse takes care of the front desk while the other nurse assists the doctor during the patient
visits. They rotate duties each day. Front desk duties include all administrative work from answering the
phone, scheduling appointments, taking prescription refill requests, billing, faxing, etc. So if on Monday
Nurse Halliday is helping the doctor, then it is Nurse Costa who takes care of the front desk and all office
work. The two nurses are constantly busy and running around, and patients are now accustomed to a
minimum 1-2 hour wait before being seen. If one nurse is absent, the situation is even worse in the clinic.
The clinic has three examination rooms so the owner is now looking into bringing a new physician or nurse
practitioner on board. This would help him grow his practice, provide better service to his patients, and
maybe reduce the patients’ waiting time. Dr. Thompson knows that this will increase the administrative
overhead and the two nurses will not be able to manage any additional administrative work. He faces
several challenges and cannot afford to hire any additional staff, so Dr. Thompson has to optimize his
administrative and clinical operations. The practice is barely covering the expenses and salaries at the
moment.
Dr. Thompson’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing insurance,
the front office nurse has to fax all the needed documentation to a third party medical billing company at
the end of the day. The medical billing company then submits the claim to the insurance company and
bills the patient. The clinic checks the status of the claims by logging into the medical billing system,
through a login that the medical billing company has provided the clinic to access its account. There is no
billing software installed at the practice, but the nurses open Internet Explorer to the URL of the medical
billing company and then use the login provided by the third party medical billing company. Of course, the
medical billing company takes a percentage of the amount that the clinic is reimbursed by the insurance.
Although the medical practice has the one PC with the scheduling software and an internet connection, it
does not have a Web site or any other technology, and essentially still operates the same as it did in 1990.
One ...
Reasons why you should read these slides:
It’s totally focused on your industry, versus a general industry session.
The Ohio Bureau of Workers’ Compensation (BWC) requires employers who participate in a group/group retrospective rating plan and have had a workers’ compensation claim within the “green year” to complete two hours of mandatory safety training during the each policy year. This means that companies who are group/group retrospective rated participants with an injury claim filed between Jan. 1, 2012 and Dec. 31, 2012 (calendar year 2012) must attend safety training, regardless of the size or severity of the claim. Per BWC guidelines, each company policy owner is required to fulfill separately the two-hour training requirement and may designate any company representative to attend.
Failing to meet this requirement could jeopardize your group/group retrospective rating program status.
The ORA is one of Ohio’s leading providers of foodservice-specific health and safety educational initiatives. The association links members of the foodservice industry with industry leaders that take an active involvement in educating them about procedures and policies that can reduce and prevent accidents in their establishments.
The association understands that members don’t have the time and availability to sit through hours and hours of educational meetings that focus on addressing all of the health and safety concerns that can befall a restaurant. That’s why we target our educational seminars to specific areas of operation, like back-of-the-house and front-of-the-house training programs.
Reading these slides will not give you credit. You must participate in live educational event.
In this second of the series of questions and answers about the Partners for Change Outcome Management System and the challenges of public behavioral health, Mary Haynes, Ph.D. tackles cancelations and no shows and discusses how PCOMS can have a positive impact on missed appointment rates. For more information, visit the Public Behavioral Health page at www.heartandsoulofchange.com
Whether you're just establishing your first dental practice or want to ensure your current recordkeeping process is appropriate, this article can provide insight into the basics of this daily task and offer some tips to make this process more efficient.
Whether you're just establishing your first dental practice or want to ensure your current recordkeeping process is appropriate, this article can provide insight into the basics of this daily task and offer some tips to make this process more efficient.
Duties of a certified medical assistantNancy Higgins
Certified medical assistants perform wide-ranging duties in ambulatory healthcare settings such as doctor offices, group practices and clinics. They provide administrative, clerical as well as basic clinical support to healthcare practitioners. From greeting and registering patients to assisting doctors during a clinical procedure – the list of their duties and responsibilities is quite exhaustive.
Workplace productivity is an estimate of how efficiently organizations utilize their resources to accomplish business objectives. Improving productivity is important because increasing it can increase revenue using the same or fewer resources.
Did you know that among high-developed countries,
the U.S. ranks last in health system performance while spending the most per capita on healthcare?! Here are some key metrics and analysis that were made to reveal the reasons why patients are unhappy with the provided service!
Patient often has at least some anxietyFear of dia.docxdanhaley45372
Patient often has at least some anxiety
Fear of diagnosis
Discomfort with lack of privacy
Fear of high costs/ time off work
Fear of pain or discomfortDifficult for MD’s and nurses
Administrative role to provide a supportive environment
Patient judge medical care based upon their entire experience, not just physician quality
Parking
Registration
BillingDemeanor of manager may dispel complaints
Listen, empathize, change what you can, however….
Medical decisions are still the MD’s responsibility
Timeliness
Respect that their time is as important as yoursProvider attitude
Happy doctors and nurses, good “bedside manner”Complaints may be a symptom of a larger problem
Patient anxiety
Financial concerns
Too little time with MDMD didn’t listenStaff was rude, uncaringWait too longMD took calls during examPoor teaching, no explanation for testsPoor explanation of billing, insurancePoor communication between specialist and primary care
Top complaints revolve around time, respect, and patient instructionGather facts, information
Remember subjective patient information is only one side of the story
Patients may be misunderstanding the purpose for tests or MD decisionsEasier to resolve when organizational systems are in place
Identification of the problem
Reactive: Complaints
Proactive: Data collection such as surveysAnalyze data to identify trendsCommunicate information in an impartial way to staff, leadersImplement actions to reverse trendsContinuous evaluation to assure effectiveness
Inform patients of why the survey is being done
What the data will be used for
Confidentiality; that answers won’t affect future medical careProvide a stamped envelope
Put no burden on the patient
If a patient puts their name and a personal note provide a personal responseCommunicate results to staff
Complaint resolution/ patient relations is an area where an administrator can make a tremendous impact
May reduce malpractice claimsNeed MD support
Establish peer review processes for MD’s
MD’s should be evaluated by other MD’s
Put in place a formal , objective complaint resolution systemCommunicate continuously with staff
Hca 346 ambulatory care administration
Professor Haislip
Chapters 3 & 5
Basis of any quality program is to figure out what the customer wants and needs while meeting or exceeding their expectations.
Driven from theme of customer-driven market
Customer service principles (ex: Six Sigma) and the common methodologies, combined with the ten commonsense principles (CSPs) and personal experiences, will deliver a customer-focused culture.
Figure 3.1
Chapter 3: Engineering the customer connection
Quality Function Development (QFD)- an effective team approach to designing products and services that involves key stakeholders from the organizations that are responsible for what the customer uses or purchases
notably called the voice of the customer
QFD and voice of the consumer refers to development of prioritized set of customers wants and nee.
Reasons why you should read these slides:
It’s totally focused on your industry, versus a general industry session.
We discuss the new prospective billing - you need to know about this!
The Ohio Bureau of Workers’ Compensation (BWC) requires employers who participate in a group/group retrospective rating plan and have had a workers’ compensation claim within the “green year” to complete two hours of mandatory safety training during the each policy year. This means that companies who are group/group retrospective rated participants with an injury claim must attend safety training, regardless of the size or severity of the claim. Per BWC guidelines, each company policy owner is required to fulfill separately the two-hour training requirement and may designate any company representative to attend.
Failing to meet this requirement could jeopardize your group/group retrospective rating program status.
The ORA is one of Ohio’s leading providers of foodservice-specific health and safety educational initiatives. The association links members of the foodservice industry with industry leaders that take an active involvement in educating them about procedures and policies that can reduce and prevent accidents in their establishments.
The association understands that members don’t have the time and availability to sit through hours and hours of educational meetings that focus on addressing all of the health and safety concerns that can befall a restaurant. That’s why we target our educational seminars to specific areas of operation, like back-of-the-house and front-of-the-house training programs.
Reading these slides will not give you credit. You must participate in live educational event.
352018 IFSM 305 – Case Study Page 1 Midtown Fami.docxaryan532920
3/5/2018 IFSM 305 – Case Study Page | 1
Midtown Family Clinic
Case Study
In 1990, Dr. Harold Thompson opened the Midtown Family Clinic, a small internal medicine practice, in an
area with an increasing number of new family residences. Dr. Thompson has been the owner and manager
of the medical practice. He has two nurses, Vivian and Maria, to help him. Usually, one nurse takes care
of the front desk while the other nurse assists the doctor during the patient visits. They rotate duties each
day. Front desk duties include all administrative work from answering the phone, scheduling appointments,
taking prescription refill requests, billing, faxing, etc. So if on Monday Vivian is helping the doctor, then it
is Maria who takes care of the front desk and all office work. The two nurses are constantly busy and
running around, and patients are now accustomed to a minimum 1-2 hour wait before being seen. If one
nurse is absent, the situation is even worse in the clinic. The clinic has three examination rooms so the
owner is now looking into bringing a new physician or nurse practitioner on board. This would help him
grow his practice, provide better service to his patients, and maybe reduce the patients’ waiting time. Dr.
Thompson knows that this will increase the administrative overhead and the two nurses will not be able to
manage any additional administrative work. He faces several challenges and cannot afford to hire any
additional staff, so Dr. Thompson has to optimize his administrative and clinical operations. The practice
is barely covering the expenses and salaries at the moment.
Dr. Thompson’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing insurance,
the front office nurse has to fax all the needed documentation to a third party medical billing company at
the end of the day. The medical billing company then submits the claim to the insurance company and
bills the patient. The clinic checks the status of the claims by logging into the medical billing system,
through a login that the medical billing company has provided the clinic to access its account. There is no
billing software installed at the practice, but the nurses open Internet Explorer to the URL of the medical
billing company and then use the login provided by the third party medical billing company. Of course, the
medical billing company takes a percentage of the amount that the clinic is reimbursed by the insurance.
Although the medical practice has the one PC with the scheduling software and an internet connection, it
does not have a Web site or any other technology, and essentially still operates the same as it did in 1990.
One problem that is immediately noticeable is ...
11292015 IFSM 305 – Case Study Page 1 UMUC Family .docxaryan532920
11/29/2015 IFSM 305 – Case Study Page | 1
UMUC Family Clinic Case Study
In 1980, the UMUC Family Clinic was opened in a growing family area near UMUC, Maryland, by Dr. Tom
Martin, a University of Maryland graduate after he retired from the US Navy. It is a small internal
medicine medical practice. Dr. Martin has been the owner and manager of the medical practice. He has
two nurses, Vivian and Manuella, to help him. Usually, one nurse takes care of the front desk while the
other nurse assists the doctor during the patient visits. They rotate duties each day. Front desk duties
include all administrative work from answering the phone, scheduling appointments, taking prescription
refill requests, billing, faxing, etc. So if on Monday Vivian is helping the doctor, then it is Manuella who
takes care of the front desk and all office work. The two nurses are constantly busy and running around
and patients are now accustomed to a minimum 1-2 hour wait before being seen. And, if one nurse is
absent, the situation is even worse in the clinic. The clinic has three examination rooms so the owner is
now looking into bringing a new physician or nurse practitioner on board. This would help him grow his
practice, provide better service to his patients, and maybe reduce the patients’ waiting time. Dr. Martin
knows that this will increase the administrative overhead and the two nurses will not be able to manage
any additional administrative work. He faces several challenges and cannot afford to hire any additional
staff, so Dr. Martin has to optimize his administrative and clinical operations. The practice is barely
covering the expenses and salaries at the moment.
Dr. Martin’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing
insurance, the front office nurse has to fax all the needed documentation to a third party medical billing
company at the end of the day. The medical billing company then submits the claim to the insurance
company and bills the patient. The clinic checks the status of the claims by logging into the medical
billing system, through a login that the medical billing company has provided the clinic to access its
account. There is no billing software installed at the practice, but the nurses open Internet Explorer to
the URL of the medical billing company and then use the login provided by the third party medical billing
company. Of course, the medical billing company takes a percentage of the amount that the clinic is
reimbursed by the insurance. Although the medical practice has the one PC with the scheduling software
and an internet connection, it does not have a Web site or any other technology, and essentially still
operates the same as it ...
Similar to Effective medical practice operations med chi_1-19-10 (20)
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