MAN 4504 Operational Decision Making 10/29/22 Christian Hernandez Florida State College at Jacksonville Value Stream Mapping and Analysis: 1 Current State Value Stream Map Title: Current State Value Stream Map for Patient Admission Patient Insert LT Insert PTTotal LT* = 121 minTotal PT* = 57 min Dashboard Registration RN Exam Patient History Provider Exam Patient History Provider Order RN Collects Lab Completion of labs and req Labs sent Therapy begins Patient care received. Patient departs system Insert LT Insert PT Insert LT INSERT PT Insert LT Insert PT Insert LT Insert PT Insert LT Insert PT PT= 4min LT= 5min PT=12 min LT=21 min PT=9 min LT=17 min PT=6 min LT= 12 min PT=12 min LT=21 min PT=14 min LT= 45 min 2 Value Stream Current State Overview Overview of the Process The procedure entails: For the implementation, a six-step strategy that included Lean education, ED observation, patient flow analysis, process redesign, new process testing, and complete implementation was used. The emphasis of process redesign was on soliciting ideas for improvement from frontline employees across all departmental units. During the calendar year, patient volume, cost per patient, ED length of stay (LOS), and value-based and operational outcome metrics such as patient satisfaction were compared. Challenges value stream mapping from reception to patient care received is the complexity of the process. There are numerous steps involved in this process, and each one must be completed correctly in order for the patient to receive the necessary care. The requirement for coordination between all of the hospital's departments in order for the process to run smoothly. Lack of enough staff to help in providing service to the patient. Bottlenecks Reception: The reception area is where patients and visitors arrive, and it is often the busiest area in a hospital. This can become a bottleneck if there aren't enough employees to handle the volume of people. Waiting areas: In hospital waiting rooms, there is frequently a bottleneck as patients wait to be seen by a doctor or nurse. This can be due to a lack of staff or patients who have been waiting for a long time. Treatment areas: Treatment areas in a hospital can be a bottleneck because they are where patients receive care. This can be due to a lack of staff or patients who have been waiting for a long time. References Erick Dickson, Sabi Singh, Dickson Cheung, Christopher C Wyatt(2018). Application of Lean Manufacturing Techniques in the Emergency Department Value Stream Mapping. 3 Detailed Agenda(s) for Kaizen or Work-Outs Student Name: Date: Professor: 1) List the potential Kaizen events. Select the one to be deployed, and justify your selection. Then, define the Kaizen objective and scope for the selected event. · [Insert potential Kaizen event] · [Insert potential Kaizen event] · [Insert potential Kaizen event] The chosen Kaizen event is [insert here]. The justifi.

1. MAN 4504 Operational Decision Making
10/29/22
Christian Hernandez
Florida State College at Jacksonville
Value Stream Mapping and Analysis:
1
Current State Value Stream Map
Title: Current State Value Stream Map for Patient Admission
Patient
Insert LT
Insert PTTotal LT* = 121 minTotal PT* = 57 min
Dashboard
Registration
RN Exam
Patient History
Provider Exam
Patient History
Provider Order
RN Collects Lab
Completion of labs and req

2. Labs sent Therapy begins
Patient care received. Patient departs system
Insert LT
Insert PT
Insert LT
INSERT PT
Insert LT
Insert PT
Insert LT
Insert PT
Insert LT
Insert PT
PT= 4min
LT= 5min
PT=12 min
LT=21 min
PT=9 min
LT=17 min
PT=6 min
LT= 12 min
PT=12 min
LT=21 min
PT=14 min
LT= 45 min
2
Value Stream Current State Overview
Overview of the Process

3. The procedure entails: For the implementation, a six-step
strategy that included Lean education, ED observation, patient
flow analysis, process redesign, new process testing, and
complete implementation was used. The emphasis of process
redesign was on soliciting ideas for improvement from frontline
employees across all departmental units. During the calendar
year, patient volume, cost per patient, ED length of stay (LOS),
and value-based and operational outcome metrics such as
patient satisfaction were compared.
Challenges
value stream mapping from reception to patient care received is
the complexity of the process. There are numerous steps
involved in this process, and each one must be completed
correctly in order for the patient to receive the necessary care.
The requirement for coordination between all of the hospital's
departments in order for the process to run smoothly.
Lack of enough staff to help in providing service to the patient.
Bottlenecks
Reception: The reception area is where patients and visitors
arrive, and it is often the busiest area in a hospital. This can
become a bottleneck if there aren't enough employees to handle
the volume of people.
Waiting areas: In hospital waiting rooms, there is frequently a
bottleneck as patients wait to be seen by a doctor or nurse. This
can be due to a lack of staff or patients who have been waiting
for a long time.
Treatment areas: Treatment areas in a hospital can be a
bottleneck because they are where patients receive care. This
can be due to a lack of staff or patients who have been waiting
for a long time.
References
Erick Dickson, Sabi Singh, Dickson Cheung, Christopher C
Wyatt(2018). Application of Lean Manufacturing Techniques in

4. the Emergency Department Value Stream Mapping.
3
Detailed Agenda(s) for Kaizen or Work-Outs
Student Name:
Date:
Professor:
1) List the potential Kaizen events. Select the one to be
deployed, and justify your selection. Then, define the Kaizen
objective and scope for the selected event.
· [Insert potential Kaizen event]
· [Insert potential Kaizen event]
· [Insert potential Kaizen event]
The chosen Kaizen event is [insert here]. The justification for
selecting this Kaizen event is [insert here]. The Kaizen
objective is [insert here]. The Kaizen scope is (insert here).
2) Develop a detailed agenda for each Kaizen event.
Day 1
Time
Session Topic/Objective
Lean Tools
Output/Deliverables
Rationale

5. Day 2
Time
Session Topic/Objective
Lean Tools
Output/Deliverables
Rationale

6. 3a) Explain your choice for the number of days and the
sequence for session topics, and justify the Lean tools to be
used and outputs from each session.
Number of Days:
Sequence for Session Topics:

7. Lean Tools:
Session Outputs:
3b) Show how your Kaizen agenda supports the Kaizen
objective and scope
for the event. This discussion should be specific to your value
stream and organization.
How the Session Supports the Kaizen Agenda and Scope: