As the number of patients in public hospitals increases, they find it hard to provide services. Delay in hospitals has a major adverse effect on both the patient and hospitals. For example, when the woman gives birth is the most affected area. This can be fatal without proper administration. In addition, the delay in providing patient services contributes to the accumulation of hospital loss, as the generation of revenue is slow. This research is therefore designed to provide the key approaches to improving how hospitals offer services to improve patient turnaround and to halve waiting time. One of the important approaches in hospitals is to use new technology for various hospital operations (Graban. 2018). Hospital technology has various shapes and shapes. For example, making sure the Hospital maintains electronic health records can reduce the time it takes to treat the patient by keeping the patient history. It is also important to ensure that the hospital has qualified staff to offer the patient quality and effective services at the lowest cost. In addition, it is crucial in the hospital to adopt a value stream map, in order to reduce the patient's time, as doctors have easy access from one department to another. The report also deals with system archetypes which determine the organisation's behavioral pattern. The report will therefore concentrate on analyzing critical steps to reduce emergency waiting times and improve patient rehabilitation in public hospitals.
Table of Contents
Identification and analysis of the system archetypes that may impede performance.
Analysis of the current state stream map of the emergency department based on system archetypes
This report aims to find ways to enhance patient turnaround by reducing the actual wait time by half. Public hospitals were congested during recent years because the patient was served a long time. The patients stayed a long time in the queue before they saw the doctor collapse and even kill bad ones. Some patients reported the problem of long waiting times in the emergency department, and the staff chose to find ways to improve the turnaround and reduce time to wait. Collection of data on hospital management and patients was based on the questionnaire and observational methods. We have found from the data collected that there are very few doctors in the public hospital, while there are a great many patients (Graban. 2018).
For example, the hospital should implement programming software for allocating hospital staff tasks in time to reduce confusion and to achieve the exact working time. We have developed several solutions that will curb the problem. The software will also help to give timely patient arrangements, thereby increasing the waiting time for the queue. Current patient circulation should be evaluated by the hospital to see where the patients are few and why they can make effective adjustments. (Graban. 2018), the emergency room should frequently review patient turnarounds to make significant changes to reduce time. In addition, pre-examination rooms should be prepared in advance with nurses and medical staff for scheduled surgeries, reducing congestion, as a result of the patient being served on the arrival. The hospital should know electronic health records since they will help store patient details so that they can be easily referred to in future. This reduces the time needed to refeed the patient data into the system to provide the patient with quicker and more effective service. In general, improving patient turnaround times in hospitals and reducing current waiting times are important, thereby providing them with quality services.
In fact, several systems archetypes form system behavior patterns (Guo at el,.2015) The system archetype that could impede identified and analyzed performance encompassed the common tragedy which dictates that everyone has incentives for consumption of resources at the expense of someone else, resulting in overconsumption of resources; thus all patients in public hospitals are able to receive cheap services that attract everyone who causes the damage Another type of system was identified to shift the burden of action when the problem is acute (Guo at el,.2015) I found, instead of finding the solution, that a majority of public hospitals acted in adverse situations causing more problems in the future. Another archetype of the system was fixing and failing, which dictated that several public hospitals did not understand the problem; thus a solution for improving patient turnaround time was difficult to find.
Another system archetype in which most hospitals assumed that they cannot do all things to their clients was the attractiveness principle. In some of the departments that appreciated the other, growth and underinvestment were also identified. It also identified eroding goals in which historical instances of long working hours were perceived to result in poor performance, therefore congestion. It also found and analyzed escalation in which patients who needed surgery waited to be treated by higher-level doctors and thus had to wait for an extremely long time. There were also identified and analyzed growth limits and system archetypes of accidental opponents. Success was also identified in the successful system type, which saw more resources than the other department gained to improve the organization 's success. (Guo at el,.2015)
Moreover, this report contains an analysis of the system archetype of the current status value stream map of the emergency department. In order to describe the process from a time of waiting between stages to the effects of care models on patients, the current state map of the emergency room was reviewed. Patients moved from registration to the waiting area on the current state value stream map, where they had been waiting to go to the emergency room. The patient was waiting for the nurse to be examined from the emergency room. Patients were also waiting for a follow-up exam from the doctor.
The patient was waiting for the nurse to bring the medicine and waited for the doctor to treat them and to be instructed to leave the hospital (Cudney 2018). It was too long but systematic to follow in patients, though they were waiting for each step. All patients were given an opportunity to meet the doctor or nurse for exam on the basis of their patients' situation. Despite the long waiting process to be treated and returned home, the emergency department's current state value map needs to be improved. I found that the public hospital should focus on improving the process of patient flow in order to keep patients moving through the entire process without waiting for a while.
In most cases, continuous flow is difficult, but the staff should first establish rules such as these to ensure that the queue does not overlap. In addition, the employees should note the time spent serving one patient by a doctor. Doctors should spend about five minutes serving one patient, so that all patients are served. This reduces waiting time. According to the current value map, all the hospital departments in the organization should be developed to ensure the entire hospital succeeds (Cudney 2018).
In addition, the management will use electronic software to feed and save patient details to decrease wait period in document retrieval in files, by improving the current status map.
As the current status Stream map is ambiguous and must wait for the hospital to make adjustments on the stream map in every move (Nash et al. 2011). In order to read and understand easily, I recommended that they utilize a proper values stream map with generally agreed standard symbols. I also recommended that the grouping of departments and their functions be used by product families to achieve better hospital performance.
Management should also consider reducing the number of process boxes in order to allow the patients to read more easily, and therefore consider merging and renaming the process if the value stream map has many steps. (Nash et el,.2011) I also suggested that we follow the value stream map to allow a good performance to avoid patient misunderstanding. I recommended that the Government hire more skilled physicians and healthcare professionals in public hospitals to increase workforce and therefore quality services in hospital market.
This study also addresses the expected and unintentional effect of the device change. The impacts intended are to help us understand the flow of knowledge and resources as services cross the value stream diagram. To promote the process of patients in the hospital and to reduce waste by recycling materials in hospital and speeding up the waiting time for patients. Enhance the hospital's performance through all measures, helping determine all activities carried out in and department. The value stream map also promotes the recognition of common resources within the organization, as symbols reflect related activities by divisions.
The other effect of streaming operations in the hospital was to enhance patient care quality (damian et al. 2019). On the other hand, it has not been intended for the value stream map to document certain minor activities, which do not necessarily include all activities of the organization. Symbols also influence reasoning in most situations, so people blindly obey them and make the wrong decisions. Furthermore, symbols have another meaning, so it is difficult to understand the exact meaning and training is required. However, problems such as lack of funds to employ experts in designing and improving a standard map must be addressed to incorporate the value stream map (Damien et al.2019). Public hospitals, moreover, have strict policies and frameworks which make drawing and drawing a map difficult.
This study indicates that there was a lot of pollution in public hospitals, according to the research carried out. The shortage was exacerbated by high patient turnover in the public hospital. There were few doctors and nurses in public hospitals to treat many patients too, but they would have reduced congestion if the doctors were able to handle themselves well. It concludes that the identification and analysis of system archetypes is essential, as they can contribute to prevent the performance of the entire organization. Furthermore, system archetypes are important in any organization as they help to make successful decisions about the operations carried out by the company. The study also concludes that it is necessary to examine the current state Stream Map, as it offers measures taken by hospital patients. Furthermore, the map helps to prevent waste. In addition, the study also explains the expected and unintended effects of the value stream diagram. Finally, we were able to suggest how patient turnarounds could be strengthened and turnover time reduced to 50%.
I advise public hospitals to develop and implement standard value maps with simple symbols to make it easy for patients to move from department to department. In addition, to meet the increased demand for medication, the government should enhance resources like drugs, and physicians in public hospitals. Electronic software should be used by the management to feed and store patient information for easy recall in order to avoid registration at all stages of the consultation process. I recommend that staff prioritize people who come first because it helps to prevent overlap in the queue The public hospitals also ensure that employees have the required skills to carry out their duties. When the hospitals have the right workforce, the improvements in how staff services are delivered reduce the time taken in the hospital are significant.
Cudney, E. A. (2018). Using Hoshin Kanri to improve the value stream. Productivity Press. Guo, B. H., Yiu, T. W., & González, V. A. (2015). Identifying behaviour patterns of construction safety using system archetypes. Accident Analysis & Prevention, 80, 125-141.
Damián Sanz M, Yagüe‐Fabra JA, Gracia Matilla R. Use of Lean techniques in health care in Spain to improve involvement and satisfaction of workers. The International journal of health planning and management. 2019 Jan;34(1):e274-90.
Graban, M. (2018). Lean hospitals: improving quality, patient safety, and employee engagement. Productivity Press.
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