MAN6501: Operations Management
1
MAN6501: Operations Management
Problem Set 1: Process Analysis and Improvement
Instructions:
1. The case contains all of the necessary data to complete the assignment. If you
believe critical data is missing, make an assumption. Any assumptions you make
should be reasonable and consistent with other case data.
2. As a general rule, if you have a question about the “correct” interpretation of
some aspect of the case or the assignment, you should just state your assumption
and continue to work. In fact, these statements of logic will be used in the
evaluation of your submission.
MedNOW Clinic case
The MedNOW clinic provides convenient healthcare services for a wide range of non-emergency
medical issues. The clinic is located in Cambridge in close vicinity to a large hospital and serving
a population with diverse ethnic backgrounds. Patients can walk-in or call in advance to schedule
an appointment. The clinic operates 7AM to 7 PM on weekdays, with extended opening hours
during the weekend. The clinic can do basic x-rays including chest x-ray and extremity x-rays
(such as ankle, foot, arm and leg) and also provides lab services. On average 20 patients arrive at
the clinic per hour, including walk-ins and appointments.
Registration – The registration desk is continuously staffed with one person. They call the
patient from the waiting room and create a patient record. The patient is then told to go back to
the waiting room. The registration process takes on average one minute.
Triage – The triage nurse calls the patients from the waiting room. They create a patient chart
and register the check-in time. During triage the nurse determines the priority of patients'
treatments based on the severity of their condition. The triage is staffed with one registered nurse
(RN) and the average time for triage is about 2 minutes. On average, 10% of the patients require
medical care that is not available at the clinic and need to be sent to a hospital in the vicinity of
the clinic. The other patients are told to go back to the waiting room and wait for the doctor call.
Examination – The clinic has four examination rooms and four MDs available at all time. An
assistant calls the patients into the examination rooms and help the patient prepare for the
examination. The examination time is highly dependent on the medical condition. Based on
historical records the clinic has determined the following distribution for examination time:
MAN6501: Operations Management
2
Probability 0.4 0.4 0.2
Time 2 minutes 8 minutes 10 minutes
In 50% of cases the MD completes the diagnosis, writes a prescription and the patient is ready to
discharge. The other 50% of patients require some form of diagnostic and are sent to the medical
diagnostic lab.
Medical Diagnostics – There are three areas of medical diagnostic testing each with its own staff.
Analysis ...
Compliance Issues WorksheetYour Name First and lastYour E-m.docxskevin488
Compliance Issues Worksheet
Your Name: First and last
Your E-mail Address: Your email hereInstructions
Use this worksheet to complete Prompt 6 of the OM002 Assessment.
Scenario
Compliance Issue
Recommended Course of Action
Example:
A patient is discharged without proper instructions for prescribed medication.
Violation of NPSG.03.06.01
Investigate why proper discharge protocols were not utilized.
A recent patient at your hospital contracts Methicillin-resistant Staphylococcus aureus (MRSA). All proper infection-control guidelines were followed.
No violation occurred.
Contact Infection control staff immediately and report the incidence as required.
A phlebotomist does not wash her hands before a blood draw for a post-operative patient.
A patient complains that her hospital identification bracelet is causing a rash. She removes and discards it. The nurse administers medication based on a verbal identification because she recognizes the patient from her previous two shifts.
A patient with no known drug allergies is given a drug. The patient has a reaction to the drug, goes into anaphylactic shock, and dies.
An obese hospital patient requests that an aide help him to the bathroom. The aide requests assistance, but no one is available. The aide escorts the patient alone, and the patient falls.
A nurse in the intensive care unit (ICU) disables an alarm on a machine used to monitor a critically ill patient. When asked about his decision to disable the alarm, he claims the beeping was bothering family members visiting the patient. The patient is treated without incident.
The cleaning staff frequently positions a linen cart so that it blocks access to a fire door in a hospital corridor.
A hospital built in the 1970s does not meet the new fire safety codes.
A blood test indicates an emergency room patient has a serious and highly contagious disease. The blood test results are reported to the attending physician 90 minutes after they are known.
An experienced nurse does not label oral medications for his intensive care unit (ICU) patients because he can identify the medications based on the shape and color of the pills.
A healthy young women checks into the hospital for a minor outpatient procedure. She recognizes the pre-op nurse from her volleyball league. When the nurse asks about what medications she is taking, she withholds that she is taking antidepressants and anti-anxiety medications.
During a pre-procedure verification, an elderly patient with early-stage dementia insists that her left hip will be replaced. Records indicate that her right hip is to be replaced. The operating room (OR) is behind schedule but the surgical team delays the operation to consult with the patient’s family.
A surgeon delegates the marking of the procedure site for an upcoming surgery to a surgical resident.
The operating room (OR) is running almost 2 hours behind schedule. A surgeon has six routine operations. He skips the time-out before th.
This is from healthcare management classEXERCISE 8 IMPROVEMENT blossomblackbourne
This is from healthcare management class
EXERCISE 8: IMPROVEMENT CASE STUDY
Objective
To practice quality improvement tools by applying them to an improvement effort in an ambulatory care setting.
Instructions
1. Read the following case study.
2. Follow the instructions at the end of the case.
Case Study
Background
You have just been brought in to manage a portfolio of several specialty clinics in a large multi-physician group practice in an academic medical center. The clinics reside in a multi-clinic facility that houses primary care and specialty practices as well as a satellite laboratory and radiology and pharmacy services. The practice provides the following centralized services for each of its clinics: registration, payer interface (e.g., authorization), and billing. The CEO of the practice has asked you to initially devote your attention to Clinic X to improve its efficiency and patient satisfaction.
Access Process
A primary care physician (or member of the office staff), patient, or family member calls the receptionist at Clinic X to request an appointment. If the receptionist is in the middle of helping a patient in person, the caller is asked to hold. The receptionist then asks the caller, “How may I help you?” If the caller is requesting an appointment within the next month, the appointment date and time is made and given verbally to the caller. If the caller asks additional questions, the receptionist provides answers. The caller is then given the toll-free preregistration phone number and asked to preregister before the date of the scheduled appointment. If the requested appointment is beyond a 30-day period, the caller’s name and address are put in a “future file” because physician availability is given only one month in advance. Every month, the receptionist reviews the future file and schedules an appointment for each person on the list, and a confirmation is automatically mailed to the caller.
When a patient preregisters, the financial office is automatically notified and performs the necessary insurance checks and authorizations for the appropriate insurance plan. If the patient does not preregister, when the patient arrives in the clinic on the day of the appointment and checks in with the specialty clinic receptionist, she is asked to first go to the central registration area to register. Any obvious problems with authorization are corrected before the patient returns to the specialty clinic waiting room.
Receptionist’s Point of View
The receptionist has determined that the best way to not inconvenience the caller is to keep her on the phone for as short an amount of time as possible. The receptionist also expresses frustration with the fact that there are too many things to do at once.
Physician’s Point of View
The physician thinks too much of his time is spent on paperwork and chasing down authorizations. The physician senses that appointments are always running behind and that patients are frustrated, n ...
Tasks for discussion week 91. Critique problem and mission stat.docxssuserf9c51d
Tasks for discussion week 9:
1. Critique problem and mission statements.
Team A:
Problem and mission statement: Correct procedure performed on patient by wrong doctor. The team identified the problem did not result in direct patient harm, but the process error had potential to cause direct patient harm. The mission statement included root cause analysis of the event with recommendations for improvement (monitor over 3-month period) and report findings with positive improvement at end of monitoring period.
Team B:
Problem and mission statement: Identified event as sentinel event. Noted full safety procedures in place over past five years. Mission to determine root causes of event and demonstrate successful plan for measurable improvement in three months or less.
Each team’s problem statement provides the appropriate and concise evaluation of the event. Team B’s mission statement provides for a time frame that is shorter for resolution given the gravity of the sentinel event.
2. Analyze team processes, review process flow chart and cause effect diagram, data
presented in two graphs and one table.
The flow chart with the notes on the procedures/practices and policies and the survey with staff with the nurse – physician interaction sharply contrasts with the results of the two bar graphs indicating positive results with training and sign off on universal protocols.
My take away from this is that being checked off on a process and going through the motions of a checkoff can be greatly influenced by the culture of the environment.
3. From the following selections which shaped the root cause discussions at both hospitals, teams selected the red highlighted statements as the two best root causes:
a. Chairman of Surgery is clearly the biggest contributor to the problem, and is the
single root cause, since he caused the near miss/sentinel event.
b. The culture in our OR suite is not conducive to patient safety.
c. The disruptive physician policy at our organization is ineffective in shaping
physician behavior. It needs to be re-written.
d. The Nursing/Physician relationships in our OR suites are compromised by poor
communication skills, ineffective conflict resolution, and no sense of team.
e. From CNO down through nurse managers, the nursing leadership at our
organization is ineffective
f. Educational offerings regarding the NPSGs, Universal Protocol, and Time-out
procedures are clearly lacking, and the single most important root cause of
these events.
g. The turnaround time between cases is reaching crisis proportions and surgical
volume is on a downward trend in both of these hospitals
4. Defend the teams’ position on the choice of these two; however, if you, as a case study team choose alternative root causes from this list given the data presented, defend that position.
Reflecting with my statement in question #2: training in procedures and checkoffs on procedures does not guarantee the outcomes. The culture of safety is related to the abi ...
MAN6501: Operations Management
1
MAN6501: Operations Management
Problem Set 1: Process Analysis and Improvement
Instructions:
1. The case contains all of the necessary data to complete the assignment. If you
believe critical data is missing, make an assumption. Any assumptions you make
should be reasonable and consistent with other case data.
2. As a general rule, if you have a question about the “correct” interpretation of
some aspect of the case or the assignment, you should just state your assumption
and continue to work. In fact, these statements of logic will be used in the
evaluation of your submission.
MedNOW Clinic case
The MedNOW clinic provides convenient healthcare services for a wide range of non-emergency
medical issues. The clinic is located in Cambridge in close vicinity to a large hospital and serving
a population with diverse ethnic backgrounds. Patients can walk-in or call in advance to schedule
an appointment. The clinic operates 7AM to 7 PM on weekdays, with extended opening hours
during the weekend. The clinic can do basic x-rays including chest x-ray and extremity x-rays
(such as ankle, foot, arm and leg) and also provides lab services. On average 20 patients arrive at
the clinic per hour, including walk-ins and appointments.
Registration – The registration desk is continuously staffed with one person. They call the
patient from the waiting room and create a patient record. The patient is then told to go back to
the waiting room. The registration process takes on average one minute.
Triage – The triage nurse calls the patients from the waiting room. They create a patient chart
and register the check-in time. During triage the nurse determines the priority of patients'
treatments based on the severity of their condition. The triage is staffed with one registered nurse
(RN) and the average time for triage is about 2 minutes. On average, 10% of the patients require
medical care that is not available at the clinic and need to be sent to a hospital in the vicinity of
the clinic. The other patients are told to go back to the waiting room and wait for the doctor call.
Examination – The clinic has four examination rooms and four MDs available at all time. An
assistant calls the patients into the examination rooms and help the patient prepare for the
examination. The examination time is highly dependent on the medical condition. Based on
historical records the clinic has determined the following distribution for examination time:
MAN6501: Operations Management
2
Probability 0.4 0.4 0.2
Time 2 minutes 8 minutes 10 minutes
In 50% of cases the MD completes the diagnosis, writes a prescription and the patient is ready to
discharge. The other 50% of patients require some form of diagnostic and are sent to the medical
diagnostic lab.
Medical Diagnostics – There are three areas of medical diagnostic testing each with its own staff.
Analysis ...
Compliance Issues WorksheetYour Name First and lastYour E-m.docxskevin488
Compliance Issues Worksheet
Your Name: First and last
Your E-mail Address: Your email hereInstructions
Use this worksheet to complete Prompt 6 of the OM002 Assessment.
Scenario
Compliance Issue
Recommended Course of Action
Example:
A patient is discharged without proper instructions for prescribed medication.
Violation of NPSG.03.06.01
Investigate why proper discharge protocols were not utilized.
A recent patient at your hospital contracts Methicillin-resistant Staphylococcus aureus (MRSA). All proper infection-control guidelines were followed.
No violation occurred.
Contact Infection control staff immediately and report the incidence as required.
A phlebotomist does not wash her hands before a blood draw for a post-operative patient.
A patient complains that her hospital identification bracelet is causing a rash. She removes and discards it. The nurse administers medication based on a verbal identification because she recognizes the patient from her previous two shifts.
A patient with no known drug allergies is given a drug. The patient has a reaction to the drug, goes into anaphylactic shock, and dies.
An obese hospital patient requests that an aide help him to the bathroom. The aide requests assistance, but no one is available. The aide escorts the patient alone, and the patient falls.
A nurse in the intensive care unit (ICU) disables an alarm on a machine used to monitor a critically ill patient. When asked about his decision to disable the alarm, he claims the beeping was bothering family members visiting the patient. The patient is treated without incident.
The cleaning staff frequently positions a linen cart so that it blocks access to a fire door in a hospital corridor.
A hospital built in the 1970s does not meet the new fire safety codes.
A blood test indicates an emergency room patient has a serious and highly contagious disease. The blood test results are reported to the attending physician 90 minutes after they are known.
An experienced nurse does not label oral medications for his intensive care unit (ICU) patients because he can identify the medications based on the shape and color of the pills.
A healthy young women checks into the hospital for a minor outpatient procedure. She recognizes the pre-op nurse from her volleyball league. When the nurse asks about what medications she is taking, she withholds that she is taking antidepressants and anti-anxiety medications.
During a pre-procedure verification, an elderly patient with early-stage dementia insists that her left hip will be replaced. Records indicate that her right hip is to be replaced. The operating room (OR) is behind schedule but the surgical team delays the operation to consult with the patient’s family.
A surgeon delegates the marking of the procedure site for an upcoming surgery to a surgical resident.
The operating room (OR) is running almost 2 hours behind schedule. A surgeon has six routine operations. He skips the time-out before th.
This is from healthcare management classEXERCISE 8 IMPROVEMENT blossomblackbourne
This is from healthcare management class
EXERCISE 8: IMPROVEMENT CASE STUDY
Objective
To practice quality improvement tools by applying them to an improvement effort in an ambulatory care setting.
Instructions
1. Read the following case study.
2. Follow the instructions at the end of the case.
Case Study
Background
You have just been brought in to manage a portfolio of several specialty clinics in a large multi-physician group practice in an academic medical center. The clinics reside in a multi-clinic facility that houses primary care and specialty practices as well as a satellite laboratory and radiology and pharmacy services. The practice provides the following centralized services for each of its clinics: registration, payer interface (e.g., authorization), and billing. The CEO of the practice has asked you to initially devote your attention to Clinic X to improve its efficiency and patient satisfaction.
Access Process
A primary care physician (or member of the office staff), patient, or family member calls the receptionist at Clinic X to request an appointment. If the receptionist is in the middle of helping a patient in person, the caller is asked to hold. The receptionist then asks the caller, “How may I help you?” If the caller is requesting an appointment within the next month, the appointment date and time is made and given verbally to the caller. If the caller asks additional questions, the receptionist provides answers. The caller is then given the toll-free preregistration phone number and asked to preregister before the date of the scheduled appointment. If the requested appointment is beyond a 30-day period, the caller’s name and address are put in a “future file” because physician availability is given only one month in advance. Every month, the receptionist reviews the future file and schedules an appointment for each person on the list, and a confirmation is automatically mailed to the caller.
When a patient preregisters, the financial office is automatically notified and performs the necessary insurance checks and authorizations for the appropriate insurance plan. If the patient does not preregister, when the patient arrives in the clinic on the day of the appointment and checks in with the specialty clinic receptionist, she is asked to first go to the central registration area to register. Any obvious problems with authorization are corrected before the patient returns to the specialty clinic waiting room.
Receptionist’s Point of View
The receptionist has determined that the best way to not inconvenience the caller is to keep her on the phone for as short an amount of time as possible. The receptionist also expresses frustration with the fact that there are too many things to do at once.
Physician’s Point of View
The physician thinks too much of his time is spent on paperwork and chasing down authorizations. The physician senses that appointments are always running behind and that patients are frustrated, n ...
Tasks for discussion week 91. Critique problem and mission stat.docxssuserf9c51d
Tasks for discussion week 9:
1. Critique problem and mission statements.
Team A:
Problem and mission statement: Correct procedure performed on patient by wrong doctor. The team identified the problem did not result in direct patient harm, but the process error had potential to cause direct patient harm. The mission statement included root cause analysis of the event with recommendations for improvement (monitor over 3-month period) and report findings with positive improvement at end of monitoring period.
Team B:
Problem and mission statement: Identified event as sentinel event. Noted full safety procedures in place over past five years. Mission to determine root causes of event and demonstrate successful plan for measurable improvement in three months or less.
Each team’s problem statement provides the appropriate and concise evaluation of the event. Team B’s mission statement provides for a time frame that is shorter for resolution given the gravity of the sentinel event.
2. Analyze team processes, review process flow chart and cause effect diagram, data
presented in two graphs and one table.
The flow chart with the notes on the procedures/practices and policies and the survey with staff with the nurse – physician interaction sharply contrasts with the results of the two bar graphs indicating positive results with training and sign off on universal protocols.
My take away from this is that being checked off on a process and going through the motions of a checkoff can be greatly influenced by the culture of the environment.
3. From the following selections which shaped the root cause discussions at both hospitals, teams selected the red highlighted statements as the two best root causes:
a. Chairman of Surgery is clearly the biggest contributor to the problem, and is the
single root cause, since he caused the near miss/sentinel event.
b. The culture in our OR suite is not conducive to patient safety.
c. The disruptive physician policy at our organization is ineffective in shaping
physician behavior. It needs to be re-written.
d. The Nursing/Physician relationships in our OR suites are compromised by poor
communication skills, ineffective conflict resolution, and no sense of team.
e. From CNO down through nurse managers, the nursing leadership at our
organization is ineffective
f. Educational offerings regarding the NPSGs, Universal Protocol, and Time-out
procedures are clearly lacking, and the single most important root cause of
these events.
g. The turnaround time between cases is reaching crisis proportions and surgical
volume is on a downward trend in both of these hospitals
4. Defend the teams’ position on the choice of these two; however, if you, as a case study team choose alternative root causes from this list given the data presented, defend that position.
Reflecting with my statement in question #2: training in procedures and checkoffs on procedures does not guarantee the outcomes. The culture of safety is related to the abi ...
Data Collection Plan 6
Data Collection Plan
Member C
November 24 2014
QNT/561
Jesus Cardenas
Introduction
For health care organizations, it is important to ensure that these are working for the purpose of satisfaction of the patients. Health care organization considered here is First Physician Group. This organization has the problem regarding long waiting time of patients. Due to long waiting time of patients, there is an instance that patients might not move forward to get their treatment carried out within the organization. Organization has identified the clinic wait times are above the average level. A survey needs to be conducted based on two variables. First variable regarding the present situation is productivity as a dependent variable and second variable considered here is productivity shift which is an independent variable. Organization has to ensure that it is working for the purpose of ensuring that it patient waiting times are reduced to a certain level in the future.
Research Question
The research team in the present situation has the following dependent variable.
The research question is whether the organization needs to work towards its productivity or productivity shift for finding out solution to the problem regarding waiting time of patients. If there are strong evidences that waiting time is increasing due to productivity and productivity shift then, organization needs to take efforts for making certain changes for enhancing the productivity.
The Hypothesis Statement
H0). There is no problem with the productivity or productivity shift within the organization regarding patient care
H1). There is problem in the productivity of the organization regarding providing care to patients at a particular point of time.
Research Design
a) Population and size:
The population of interest considered in the present situation includes the patient of the organization First Physician Group. Here, in the present situation, the patients visiting the health care organization could be changing over a period of time. The patients taking health care facilities from the organization at one time may not move forward to take health care facilities at another point of time. Time period considered in the present situation is the time of 1 month.
b) Sampling elements which may be collected through survey:
Here, the main interest is the find out the reason due to which the patient waiting time in the organization is increasing to a certain level (Wood & Kerr, 2010). Increase in patient waiting time is not appropriate for the organization as it results in the situation that the organization would not have same level of patients visiting it for generating better revenues. In the present situation, organization has to ensure that it is working for the purpose of ensuring that, it is reducing the waiting time and enhances p.
8410 Application 1 Identification of a Practice Issue for the Evide.docxsleeperharwell
8410 Application 1: Identification of a Practice Issue for the Evidence-Based Practice (EBP) Project
Note: Have an APA Level 1 header for Each Area Noted below in Blue (a level 1 header is centered, bolded, using upper and lower case letters—see APA manual area 3.03)
Grading Area
Points Possible
Points Earned
Potential areas for earning points:
Header: Summary of Practice Issue
Summary of practice issue. (Note: The issue you select must be suitable for completing the entire EBP Project in 8410.)
2
Header: Exploration of Research Literature
Exploration of the research literature on
this issue.
3
High level of scholarship commensurate with doctoral level evident
1
Potential areas for losing points:
Grammar, Spelling, and APA errors
Up to 2 pt. deduction
Went Over Page Limit (2 pages max)
Up to 2 pt. deduction
*Improper credit & citation issue
1-6 pt. deduction
Late Submission
(posted X.XX.20XX, due X.XX.20XX )
20% deduction (1.2 pts) per day late (per syllabus)
6 Total Points possible
? Total Points Earned
Running head: EBP Project 1
EBP Project 4
Evidence-based Practice Project: PIICOT Statement
Student’s Name
Institution
Date
Evidence-based Practice Project: PIICOT Statement
Delayed patient transfers from the intensive care unit (ICU) is a significant practice problem that affects the quality and safety of healthcare delivery as well as the costs and efficiency of service delivery in a healthcare institution. It is nurses’ role to identify issues and develop strategies for quality improvement (Stillwell, Fineout-Overholt, Melnyk & Williamson, 2012). The following PIICOT Statements seeks to develop an intervention to reduce the rates of delayed transfers to enhance patient experiences and outcomes.
PIICOT Statement
In patients in extended intensive care within an urban acute care facility in Eastern United States, how does early mobilization as recommended by National Institute of Health and Care Excellence clinical guidelines on rehabilitation of patients after critical illness impact early transfers from intensive care as measured 6 months post-implementation when compared to the current standard of care including minimal mobilization of patients?
P: Adult patients
I: in extended intensive care within an urban acute care facility
I: increased mobilization of the patients
C: minimal mobilization of the patients
O: early transfers of the patients from intensive care
T: 6 months
Salient Elements that Inform the Research Question
The research question above has been developed based on observations in clinical practice of patients in intensive care, who overstay their admission in the ICU. Past research shows that delayed transfers of patients from the ICU to non-intensive care wards or the community settings have a negative effect on patient experiences and the patient outcomes. Some of the common negative effects of delayed patient transfers that have been identified by past researchers include an increased risk .
ENTD311_CASE2Community Patient Portal System Part 1.pdfCP.docxSALU18
ENTD311_CASE2/Community Patient Portal System Part 1.pdf
CPPS Part 1 Page 1
Community Patient Portal System (CPPS) Case Study Part 1
Community Patient Group (CPO) is a well-established, full service internal
medicine practice with five offices with 10 doctors each and wants to provide
web based services for its patients and integrate it with their HIPPA
electronic health record system. Each doctor sees approximately 2500
patients per year. CPO plans to establish a patient portal as a secure online
website with access to personal health information and medical records.
This service would be available 24/7. They feel that this new service will
improve patient outcomes and make it more convenient for their patients.
They also feel that it will reduce the number of phone calls. The program
also may qualify the service for incentives according to the American
Recovery and Reinvestment Act of 2009.
They want to offer three levels of services for their patients including Basic
Portal, Advanced Portal, and Premium Portal. The proposed general services
for patients include schedule appointments; view lab and other reports; view
medical history; request prescription refills; update contact information,
check benefits and coverage; check account balances; submit forms; and
send messages to providers.
The proposed levels of service provide the following services:
• Basic Portal is free and provides access to lab reports
• Advanced Portal provides access to current and past lab test results,
medications lists, medical history records, and appointment scheduling
online. Patients can also request referrals and receive free prescription
refills. This can avoid unnecessary appointments, co-pays, and
prescription refill fees. The cost is $120 per year.
• Premium Portal includes all of the benefits of the Advanced Portal plus
three "e-Visits" (a secure virtual appointment with your provider) for
$240 / year.
To get patients registered they plan to start a marketing campaign that
includes letters to current patients; brochures; fliers; notices and
information on their website; and training of staff to explain the new service
and to register current patients. Patients can also register online at their
website.
ENTD311_CASE2/Community Patient Portal System Part 2.pdf
CPPS Part 2 Page 1
Community Patient Portal System (CPPS) Case Study Part 2
As previously discussed the CPPS need to provide general services for
patients that include the ability to schedule appointments; view lab and
other reports; view medical history; request prescription refills; update
contact information, check benefits and coverage; check account balances;
submit forms; and send messages to providers (doctors). In order to
provide these services, the system must also maintain the doctor’s
appointment schedule including the days and times the doctor is available.
Other information will come from the existing CPS ( ...
1
Hospital Readmission Rates
Kaylee Chauvin
West Coast University
NURS 350: Research in Nursing
Mrs. Sandy Daisley
September 5th, 2021
2
Hospital Readmission Rates
Hospital readmission is characterized as an emergency clinic affirmation that happens
inside a predefined time after release from the principal confirmation. The re-hospitalization rate
was considered a sign of the eminence of the hospital's clinic and was displayed to reflect a
measure of patient attention. Re-hospitalization results in longer hospital stays and more
emergency clinic resource use. An increase in readmission rates and increasing the use of
innovation, leads to increased incomes, even if the consideration may mean that it may not be
effective. Re-hospitalization is an exorbitant cost for the clinic. Rather than spending money on
complex systems and high-severity patients, clinics can level assets by providing more start-up
confirmations for low-severity patients, or with appropriate release programs. You can invest in
reducing readmissions. Various procedures are used to solve the readmission rate problem, as
outlined in the PICOT question. It is used to determine best practices for working on results
within a month.
Description and background information
Once patients are released from the medical clinic, they imagine going through their days
recovering a lot at home until they improve (Upadhyay et al., 2019). Lamentably, for some
elderly patients, that does not occur. Medical clinic readmission for elderly patients is not just
distressing; however, it can likewise negatively affect a patient's general well-being. The
additional time a patient is in a clinic, the more probable they are to create genuine, conceivably
hazardous diseases, for example, medical clinic procured pneumonia. Finding a way ways to
decrease clinic readmissions in the elderly is fundamental. In addition to the fact that it protects
176710000000017379
very true!
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we are interested in the nursing procedures (interventions)
3
the clinic from potential Medicare fines, however, it helps keep probably the weakest individuals
from the community (the elderly) strong and healthy.
Various strategies are used to address the issue of readmission rates. Framing partnership
with nearby medical clinics and different suppliers, helps make the recuperation interaction
simpler for elderly patients. At the point when they are released from the clinic, they're ready to
rapidly and easily find doctors, home medical care groups, and emergency clinics that not
exclusively will give quality therapy however that approach all past clinical records and
important data. Elderly patients can without much of a stretch become overpowered when given
a lengthy discharge document (Bjorvatn, 2013). HCPs should attempt to keep release guidelines
simple to peruse and clear. Neglecting to plan follow-u ...
The patient journey in the palestinian governmental health system in hebronmarwan abo fara
a reaserch results about the patient journey in the palestenian health system done bu heborn university students : ayah al sharawnah and marwan abo fara
Running Head Quality Improvement Project1QUALITY IMPROVEMEN.docxtoltonkendal
Running Head: Quality Improvement Project 1
QUALITY IMPROVEMENT PROJECT 7
Quality Improvement Project
Jerome Phillips
Kaplan University
HS460
Professor Sexton-Tosh
September 22, 2017
The topic on continuous quality improvement for my final project that I selected is Patient Administration. There are many health care sectors that are involved with patient administration.
Some of those heath care sectors consist of:
1. Hospital Management Firms
2. Health Maintenance Organizations
3. Health Information Technology
4. Long Term Care Facilities
5. Public Health
6. Healthcare Network
While CQI implementation is slowing down in some health care sectors after the impact of early adopters may have worn off, other sectors of health care, such as public health (see Chapter 16) and nursing (see Chapter 17), are embracing and expanding CQI concepts and methods. (Sollecito 70)
There are many disciplines involved with patient administration.
1. Public Health
2. Physical Therapy
3. Pharmacy
4. Nursing
This process is real. Patient Administration is an area that Continuous Quality Improvement can make a difference in how patient’s view the healthcare they receive. Healthcare will always be needed, because not many are willing to try the alternative of not getting healthcare.
References:
Sollecito, William A. McLaughlin and Kaluzny's Continuous Quality Improvement In Health Care, 4th Edition. Jones & Bartlett Learning, 20110929. VitalBook file.
As an individual, you have our own wants needs and desires you want to pursue and achieve. Even though you are an individual, you are simultaneously also part of a larger society. Being part of a larger society includes the understanding that our society also has needs it must achieve and maintain if it is going to operate in an orderly manner that is beneficial to the greatest majority of society.
For this assignment, you will write a 1-2 page essay that identifies the key social issues contributing to the need for Criminal Justice practitioners. In your paper, identify and define three key social issues. Also, discuss how the issues impact your role as a criminal justice professional. Provide 2-3 illustrative examples to support your position.
Format your paper with an introductory paragraph, an explanation of the three key social issues, and then a concluding paragraph.
View the Unit 2 Assignment Checklist
NOTE: This assignment will require outside research (at least two outside resources). You may consult the Kaplan Online Library, the internet, the textbook and other course material, and any other outside resources in supporting your task.
Keep in mind that college students are expected to have strong writing skills, and you should put forth your best writing effort for this assignment. You may not be at a point where you have strong writing skills, but you will have every opportunity to develop them as you continue through your program of study. Be sure to use the resources available to you t ...
IMPACTS OF MEDICATION ADMINISTRATION ERROR
1
IMPACTS OF ADMINISTRATIVE ERRORS
5
Impacts of Medication Administration Error on Three to Four years-old Leukemia Patients
Submitted by:
Prospectus
Doctor of Nursing Practice
The Prospectus Overview and Instructions
Prospectus Instructions:
1. Read the entire Prospectus Template to understand the requirements for writing your prospectus. Each section contains a narrative overview of what should be included in the section and a table with the required criteria for each section. WRITE TO THE CRITERIA, as they will be used to assess the prospectus for the overall quality and feasibility of your proposed research study.
2. As you draft each section, delete the narrative instructions and insert your work related to that section. Use the criterion table for each section to ensure that you address the requirements for that particular section. Do not delete/remove the criterion table as this is used by you and your committee to evaluate your prospectus.
3. Prior to submitting your prospectus for review by your chair or methodologist, use the criteria table for each section to complete a realistic self-evaluation, inserting what you believe is your score for each listed criterion into the Learner Self-Evaluation column. This is an exercise in self-evaluation and critical reflection, and to ensure that you completed all sections, addressing all required criteria for that section.
4. The scoring for the criteria ranges from a 0-3, as defined below. Complete a realistic and thoughtful evaluation of your work. Your chair and methodologist will also use the criterion tables to evaluate your work.
5. Your Prospectus should be no longer than 6-10 pages when the tables are deleted.
0
Item Not Present
1
Item is Present. Does Not Meet Expectations. Revisions are Required: Not all components are present. Large gaps are present in the components that leave the reader with significant questions. All items scored at one must be addressed by learner peer reviewer comments.
2
Item is Acceptable. Meets Expectations.Some Revisions May Be Required Now or in the Future. The component is present and adequate. Small gaps are present that leaves the reader with questions. Any item scored at two must be addressed by the learner per the reviewer's comments.
3
Item Exceeds Expectations. No Revisions Required. The component is addressed clearly and comprehensively. No gaps are present that leaves the reader with questions. No changes required.
Contents
4-5
6-7
8
9
10
-11
12
14
16
18
19
19
22
25
26
-27
26
27
-28
28
30-31
Introduction
Health care firms have invested in nurses as front line staff that should recognize and report any errors pertaining to medication, although the nurse is the source of the error, a contributor of has observed the error take place (Jones, at el 2016). They depend on the nurse's ability to detect the problem .
Data Collection Plan 6
Data Collection Plan
Member C
November 24 2014
QNT/561
Jesus Cardenas
Introduction
For health care organizations, it is important to ensure that these are working for the purpose of satisfaction of the patients. Health care organization considered here is First Physician Group. This organization has the problem regarding long waiting time of patients. Due to long waiting time of patients, there is an instance that patients might not move forward to get their treatment carried out within the organization. Organization has identified the clinic wait times are above the average level. A survey needs to be conducted based on two variables. First variable regarding the present situation is productivity as a dependent variable and second variable considered here is productivity shift which is an independent variable. Organization has to ensure that it is working for the purpose of ensuring that it patient waiting times are reduced to a certain level in the future.
Research Question
The research team in the present situation has the following dependent variable.
The research question is whether the organization needs to work towards its productivity or productivity shift for finding out solution to the problem regarding waiting time of patients. If there are strong evidences that waiting time is increasing due to productivity and productivity shift then, organization needs to take efforts for making certain changes for enhancing the productivity.
The Hypothesis Statement
H0). There is no problem with the productivity or productivity shift within the organization regarding patient care
H1). There is problem in the productivity of the organization regarding providing care to patients at a particular point of time.
Research Design
a) Population and size:
The population of interest considered in the present situation includes the patient of the organization First Physician Group. Here, in the present situation, the patients visiting the health care organization could be changing over a period of time. The patients taking health care facilities from the organization at one time may not move forward to take health care facilities at another point of time. Time period considered in the present situation is the time of 1 month.
b) Sampling elements which may be collected through survey:
Here, the main interest is the find out the reason due to which the patient waiting time in the organization is increasing to a certain level (Wood & Kerr, 2010). Increase in patient waiting time is not appropriate for the organization as it results in the situation that the organization would not have same level of patients visiting it for generating better revenues. In the present situation, organization has to ensure that it is working for the purpose of ensuring that, it is reducing the waiting time and enhances p.
8410 Application 1 Identification of a Practice Issue for the Evide.docxsleeperharwell
8410 Application 1: Identification of a Practice Issue for the Evidence-Based Practice (EBP) Project
Note: Have an APA Level 1 header for Each Area Noted below in Blue (a level 1 header is centered, bolded, using upper and lower case letters—see APA manual area 3.03)
Grading Area
Points Possible
Points Earned
Potential areas for earning points:
Header: Summary of Practice Issue
Summary of practice issue. (Note: The issue you select must be suitable for completing the entire EBP Project in 8410.)
2
Header: Exploration of Research Literature
Exploration of the research literature on
this issue.
3
High level of scholarship commensurate with doctoral level evident
1
Potential areas for losing points:
Grammar, Spelling, and APA errors
Up to 2 pt. deduction
Went Over Page Limit (2 pages max)
Up to 2 pt. deduction
*Improper credit & citation issue
1-6 pt. deduction
Late Submission
(posted X.XX.20XX, due X.XX.20XX )
20% deduction (1.2 pts) per day late (per syllabus)
6 Total Points possible
? Total Points Earned
Running head: EBP Project 1
EBP Project 4
Evidence-based Practice Project: PIICOT Statement
Student’s Name
Institution
Date
Evidence-based Practice Project: PIICOT Statement
Delayed patient transfers from the intensive care unit (ICU) is a significant practice problem that affects the quality and safety of healthcare delivery as well as the costs and efficiency of service delivery in a healthcare institution. It is nurses’ role to identify issues and develop strategies for quality improvement (Stillwell, Fineout-Overholt, Melnyk & Williamson, 2012). The following PIICOT Statements seeks to develop an intervention to reduce the rates of delayed transfers to enhance patient experiences and outcomes.
PIICOT Statement
In patients in extended intensive care within an urban acute care facility in Eastern United States, how does early mobilization as recommended by National Institute of Health and Care Excellence clinical guidelines on rehabilitation of patients after critical illness impact early transfers from intensive care as measured 6 months post-implementation when compared to the current standard of care including minimal mobilization of patients?
P: Adult patients
I: in extended intensive care within an urban acute care facility
I: increased mobilization of the patients
C: minimal mobilization of the patients
O: early transfers of the patients from intensive care
T: 6 months
Salient Elements that Inform the Research Question
The research question above has been developed based on observations in clinical practice of patients in intensive care, who overstay their admission in the ICU. Past research shows that delayed transfers of patients from the ICU to non-intensive care wards or the community settings have a negative effect on patient experiences and the patient outcomes. Some of the common negative effects of delayed patient transfers that have been identified by past researchers include an increased risk .
ENTD311_CASE2Community Patient Portal System Part 1.pdfCP.docxSALU18
ENTD311_CASE2/Community Patient Portal System Part 1.pdf
CPPS Part 1 Page 1
Community Patient Portal System (CPPS) Case Study Part 1
Community Patient Group (CPO) is a well-established, full service internal
medicine practice with five offices with 10 doctors each and wants to provide
web based services for its patients and integrate it with their HIPPA
electronic health record system. Each doctor sees approximately 2500
patients per year. CPO plans to establish a patient portal as a secure online
website with access to personal health information and medical records.
This service would be available 24/7. They feel that this new service will
improve patient outcomes and make it more convenient for their patients.
They also feel that it will reduce the number of phone calls. The program
also may qualify the service for incentives according to the American
Recovery and Reinvestment Act of 2009.
They want to offer three levels of services for their patients including Basic
Portal, Advanced Portal, and Premium Portal. The proposed general services
for patients include schedule appointments; view lab and other reports; view
medical history; request prescription refills; update contact information,
check benefits and coverage; check account balances; submit forms; and
send messages to providers.
The proposed levels of service provide the following services:
• Basic Portal is free and provides access to lab reports
• Advanced Portal provides access to current and past lab test results,
medications lists, medical history records, and appointment scheduling
online. Patients can also request referrals and receive free prescription
refills. This can avoid unnecessary appointments, co-pays, and
prescription refill fees. The cost is $120 per year.
• Premium Portal includes all of the benefits of the Advanced Portal plus
three "e-Visits" (a secure virtual appointment with your provider) for
$240 / year.
To get patients registered they plan to start a marketing campaign that
includes letters to current patients; brochures; fliers; notices and
information on their website; and training of staff to explain the new service
and to register current patients. Patients can also register online at their
website.
ENTD311_CASE2/Community Patient Portal System Part 2.pdf
CPPS Part 2 Page 1
Community Patient Portal System (CPPS) Case Study Part 2
As previously discussed the CPPS need to provide general services for
patients that include the ability to schedule appointments; view lab and
other reports; view medical history; request prescription refills; update
contact information, check benefits and coverage; check account balances;
submit forms; and send messages to providers (doctors). In order to
provide these services, the system must also maintain the doctor’s
appointment schedule including the days and times the doctor is available.
Other information will come from the existing CPS ( ...
1
Hospital Readmission Rates
Kaylee Chauvin
West Coast University
NURS 350: Research in Nursing
Mrs. Sandy Daisley
September 5th, 2021
2
Hospital Readmission Rates
Hospital readmission is characterized as an emergency clinic affirmation that happens
inside a predefined time after release from the principal confirmation. The re-hospitalization rate
was considered a sign of the eminence of the hospital's clinic and was displayed to reflect a
measure of patient attention. Re-hospitalization results in longer hospital stays and more
emergency clinic resource use. An increase in readmission rates and increasing the use of
innovation, leads to increased incomes, even if the consideration may mean that it may not be
effective. Re-hospitalization is an exorbitant cost for the clinic. Rather than spending money on
complex systems and high-severity patients, clinics can level assets by providing more start-up
confirmations for low-severity patients, or with appropriate release programs. You can invest in
reducing readmissions. Various procedures are used to solve the readmission rate problem, as
outlined in the PICOT question. It is used to determine best practices for working on results
within a month.
Description and background information
Once patients are released from the medical clinic, they imagine going through their days
recovering a lot at home until they improve (Upadhyay et al., 2019). Lamentably, for some
elderly patients, that does not occur. Medical clinic readmission for elderly patients is not just
distressing; however, it can likewise negatively affect a patient's general well-being. The
additional time a patient is in a clinic, the more probable they are to create genuine, conceivably
hazardous diseases, for example, medical clinic procured pneumonia. Finding a way ways to
decrease clinic readmissions in the elderly is fundamental. In addition to the fact that it protects
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very true!
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we are interested in the nursing procedures (interventions)
3
the clinic from potential Medicare fines, however, it helps keep probably the weakest individuals
from the community (the elderly) strong and healthy.
Various strategies are used to address the issue of readmission rates. Framing partnership
with nearby medical clinics and different suppliers, helps make the recuperation interaction
simpler for elderly patients. At the point when they are released from the clinic, they're ready to
rapidly and easily find doctors, home medical care groups, and emergency clinics that not
exclusively will give quality therapy however that approach all past clinical records and
important data. Elderly patients can without much of a stretch become overpowered when given
a lengthy discharge document (Bjorvatn, 2013). HCPs should attempt to keep release guidelines
simple to peruse and clear. Neglecting to plan follow-u ...
The patient journey in the palestinian governmental health system in hebronmarwan abo fara
a reaserch results about the patient journey in the palestenian health system done bu heborn university students : ayah al sharawnah and marwan abo fara
Running Head Quality Improvement Project1QUALITY IMPROVEMEN.docxtoltonkendal
Running Head: Quality Improvement Project 1
QUALITY IMPROVEMENT PROJECT 7
Quality Improvement Project
Jerome Phillips
Kaplan University
HS460
Professor Sexton-Tosh
September 22, 2017
The topic on continuous quality improvement for my final project that I selected is Patient Administration. There are many health care sectors that are involved with patient administration.
Some of those heath care sectors consist of:
1. Hospital Management Firms
2. Health Maintenance Organizations
3. Health Information Technology
4. Long Term Care Facilities
5. Public Health
6. Healthcare Network
While CQI implementation is slowing down in some health care sectors after the impact of early adopters may have worn off, other sectors of health care, such as public health (see Chapter 16) and nursing (see Chapter 17), are embracing and expanding CQI concepts and methods. (Sollecito 70)
There are many disciplines involved with patient administration.
1. Public Health
2. Physical Therapy
3. Pharmacy
4. Nursing
This process is real. Patient Administration is an area that Continuous Quality Improvement can make a difference in how patient’s view the healthcare they receive. Healthcare will always be needed, because not many are willing to try the alternative of not getting healthcare.
References:
Sollecito, William A. McLaughlin and Kaluzny's Continuous Quality Improvement In Health Care, 4th Edition. Jones & Bartlett Learning, 20110929. VitalBook file.
As an individual, you have our own wants needs and desires you want to pursue and achieve. Even though you are an individual, you are simultaneously also part of a larger society. Being part of a larger society includes the understanding that our society also has needs it must achieve and maintain if it is going to operate in an orderly manner that is beneficial to the greatest majority of society.
For this assignment, you will write a 1-2 page essay that identifies the key social issues contributing to the need for Criminal Justice practitioners. In your paper, identify and define three key social issues. Also, discuss how the issues impact your role as a criminal justice professional. Provide 2-3 illustrative examples to support your position.
Format your paper with an introductory paragraph, an explanation of the three key social issues, and then a concluding paragraph.
View the Unit 2 Assignment Checklist
NOTE: This assignment will require outside research (at least two outside resources). You may consult the Kaplan Online Library, the internet, the textbook and other course material, and any other outside resources in supporting your task.
Keep in mind that college students are expected to have strong writing skills, and you should put forth your best writing effort for this assignment. You may not be at a point where you have strong writing skills, but you will have every opportunity to develop them as you continue through your program of study. Be sure to use the resources available to you t ...
IMPACTS OF MEDICATION ADMINISTRATION ERROR
1
IMPACTS OF ADMINISTRATIVE ERRORS
5
Impacts of Medication Administration Error on Three to Four years-old Leukemia Patients
Submitted by:
Prospectus
Doctor of Nursing Practice
The Prospectus Overview and Instructions
Prospectus Instructions:
1. Read the entire Prospectus Template to understand the requirements for writing your prospectus. Each section contains a narrative overview of what should be included in the section and a table with the required criteria for each section. WRITE TO THE CRITERIA, as they will be used to assess the prospectus for the overall quality and feasibility of your proposed research study.
2. As you draft each section, delete the narrative instructions and insert your work related to that section. Use the criterion table for each section to ensure that you address the requirements for that particular section. Do not delete/remove the criterion table as this is used by you and your committee to evaluate your prospectus.
3. Prior to submitting your prospectus for review by your chair or methodologist, use the criteria table for each section to complete a realistic self-evaluation, inserting what you believe is your score for each listed criterion into the Learner Self-Evaluation column. This is an exercise in self-evaluation and critical reflection, and to ensure that you completed all sections, addressing all required criteria for that section.
4. The scoring for the criteria ranges from a 0-3, as defined below. Complete a realistic and thoughtful evaluation of your work. Your chair and methodologist will also use the criterion tables to evaluate your work.
5. Your Prospectus should be no longer than 6-10 pages when the tables are deleted.
0
Item Not Present
1
Item is Present. Does Not Meet Expectations. Revisions are Required: Not all components are present. Large gaps are present in the components that leave the reader with significant questions. All items scored at one must be addressed by learner peer reviewer comments.
2
Item is Acceptable. Meets Expectations.Some Revisions May Be Required Now or in the Future. The component is present and adequate. Small gaps are present that leaves the reader with questions. Any item scored at two must be addressed by the learner per the reviewer's comments.
3
Item Exceeds Expectations. No Revisions Required. The component is addressed clearly and comprehensively. No gaps are present that leaves the reader with questions. No changes required.
Contents
4-5
6-7
8
9
10
-11
12
14
16
18
19
19
22
25
26
-27
26
27
-28
28
30-31
Introduction
Health care firms have invested in nurses as front line staff that should recognize and report any errors pertaining to medication, although the nurse is the source of the error, a contributor of has observed the error take place (Jones, at el 2016). They depend on the nurse's ability to detect the problem .
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
Sectors of the Indian Economy - Class 10 Study Notes pdf
Week 9 Assignment 2 Case Total Quality.docx
1. Week 9 Assignment 2 – Case Study: Total Quality Management:
Week 9 Assignment 2 – Case Study: Total Quality Management: The Patient Process at East-
Southern Kentucky Community College Medical Clinic Dr. William Jones has been the
director of the health center clinic at East-Southern Kentucky Community College (ESKCC)
for about six months. Having been a part of a much larger medical center in the past, he has
seen the benefits of total quality management (TQM) and feels that it would help improve
the operations at the ESKCC clinic. He has made some positive changes to the staffing of the
clinic, but now feels that he must tackle making improvements to its operations.
Consequently, he has created a TQM team (of which you are a part) and has made certain
that they have received the necessary training to start examining the various processes
within the health center’s operations. The ambulatory health service department of
the ESKCC health center clinic has received increased complaints from the ESKCC student
body and staff concerning the services it offers in its walk-in urgent care clinic. Dr. Jones
feels that this center would be an excellent starting point for the TQM team.The DataThe
team is presented with the following data regarding student/staff complaints: Patient
Complaint DataMonthComplaint Type 1Complaint Type 2Complaint Type 3Complaint Type
4Complaint Type 5Complaint Type 6Total
VisitsSeptember3141174813115841October21278411152971November11481124283111
75December7144121738121042January153012141741671February21626128511631Ma
rch27951623641512April4734313153781May421217182473Total248402872091543119
097 Complaint Type DescriptionsComplaint TypeComplaint Description1The quality of
service received.2Waiting time was too long.3Follow-up care was not available.4Clinic was
hard to find in the health center.5The medical care/treatment took too long.6The medical
center could not find the individual’s medical records.The Patient Review ProcessThe
process for a patient (either a student or a staff member) coming in because of a problem is
as follows:When a patient arrives at the clinic, the patient first sees the receptionist, who
checks to see if the patient was seen before. If so, the receptionist pulls the medical record
from the file. If the patient is new, the receptionist has the patient complete the necessary
forms and creates a medical record. Patients are seen by the physician in the order they
arrive. If one of the two examination rooms is empty, the nurse escorts the patient to the
examination room and records the patient’s medical complaint. If no examination rooms are
available, the nurse escorts the patient to a waiting area until an examination room is
available.When the patient is in the examination room, the nurse performs routine tests.
The nurse then writes the complaint and findings on a medical examination form, a form
2. that will be subsequently filed with the patient’s medical record. The physician examines
the patient and orders medical tests, if necessary. A diagnosis and treatment plan is
presented to the patient by the physician; a written copy of this plan and any other
appropriate instructions are written on the medical examination form.When the physician
releases the patient, the patient returns to the receptionist, who prepares a bill. If the
patient has health insurance, the bill is sent to the health insurance carrier. The patient
leaves after either paying the bill (by cash, check, or credit card) or signing the forms to
authorize payment by his or her health insurance company. If the health insurance company
refuses to pay or partially pays the bill, the receptionist bills the patient by mail. Any patient
with an unpaid bill or bad credit history is refused subsequent treatment until the old bill is
paid. InstructionsAs a member of the ESKCC TQM team, you are asked to put together a
report that recommends improvements to the overall patient process. Create a 4–6 page
report in a Word document (copy and paste any charts created in Excel) addressing the
following tasks: Construct a Pareto Chart for the data regarding complaints to the health
center that is presented in Table 1. Describe two conclusions from examining this
data.Develop a control chart for the waiting time complaint (complaint #2). Explain how the
control chart is developed and show the calculation process.Illustrate the causes for
Complaint #2 in a fishbone diagram. (Note: refer to the readings for examples.)Develop a
flow chart for the process that the clinic uses for a patient who comes into the ambulatory
center. Draw two conclusions from examining the flow chart regarding either or both of the
following: How the process affects the patient.Potential sources of unnecessary
complexity.Determine three improvements to streamline the patient process based on the
insights that you gain from examining the process flow chart as well as your understanding
of total quality management concepts from your course readings. This course requires the
use of Strayer Writing Standards. For assistance and information, please refer to the Strayer
Writing Standards link in the left-hand menu of your course. Check with your professor for
any additional instructions.The specific course learning outcome associated with this
assignment is:Propose improvements to a health services organization based on total
quality management (TQM) concepts.
