HCAD530 WK5-8
| Question # 49422 | Writing | 7 months ago |
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| $30 |
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Chapter 9 Case Study
VVH Patient Services Department Welcome Packet
Vincent Valley Health (VVH) has undertaken a number of marketing and population health projects to attract new patients. As part of this work, its leader, Julie Hammond, has decided that it would be helpful for new patients to understand the breadth of VVH services and to provide a tangible acknowledgment of their appreciation for choosing VVH.
Therefore, the Patient Services department has developed a process to create a bag/packet for each new primary care patient in its system. The process includes five steps:
Station 1: Look up the new patient in the electronic record, generate name label.
Station 2: Grab VVH bag and insert folder.
Station 3: Take folder out and add in general VVH information.
Station 4
Look up patient’s age/sex and then proceed to shelf to grab the correct
healthcare wellness item, add item to gift bag.
Station 5: Add
bow to top of bag – inspect to assure that all items are correctly
included.
Five employees in Patient Services met to create their first set of bags as an experiment. They collected processing data for the first 20 bags, and the data is included in this website as VVH Patient Packet Process Data.xls. Throughput data was also collected on every fifth bag. Quality data was also collected. The team noticed that their process was not very efficient and many members of the team spent too much time waiting.
Do a Six Sigma analysis on the current state process and make recommendations for improvement.
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Chapter 11 Case Study
Vincent
Valley Dental
Pediatric Saturdays
Vincent Valley Dental (VVD) is a comprehensive dental practice with 37 sites. VVD provides a wide range of services from preventive to specialty dental care. VVD has grown rapidly and is seeing a strong increase in the number of patients who seek its services. The areas VVD serves is also seeing strong population growth.
As a result of increasing patient demand and the interest in providing more effective dental care for children, a new process was recently begun—Saturday schedules reserved for children. The benefit of the new Pediatric Saturdays is that the scheduling is highly efficient, allowing families to have all their children seen at about the same time and be on their way in about 30 minutes. In addition, Pediatric Saturdays is also an excellent opportunity to introduce the children’s parents to the practice and meet the doctors.
As part of the process, Pediatric Saturdays are planned one year in advance. Special considerations are taken to assure that the majority of the pediatric population has access on Saturdays. The number of Pediatric Saturdays planned is based on the pediatric population in each practice. Staffing for Pediatric Saturdays is also planned in advance.
Although dental hygienists need to fulfill their commitment to the practice for Saturday coverage, an effort is made to cover the Pediatric Saturday schedules with dental assistants whenever possible.
- Pediatric patients aged 3 through 15 years are scheduled in a 30-minute appointment with the dental assistant or dental hygienist.
- Adult patients ages 16 years and older, if scheduled on a Saturday, are seen by the dental hygienist.
- Pediatric patients who require scaling of calculus and stain are seen by the dental hygienist.
All patient appointments are confirmed two days in advance. Parents are reminded that they must accompany the child to the appointment.
After a one-year trial, the management team convened to review this new process.
Sally Quinn, chief operating officer, said she felt that, in general, the Pediatric Saturdays were meeting VVD’s goals. However, the team identified a number of problems.
Bob Palmer of the West Side Clinic said that in his experience, multiple family members are scheduled at the same time, which is a convenience for the family. However, if a family with multiple children scheduled cancels or fails, large openings are left in the schedule, which leads to inefficient use.
Vicki Benz of the Southside Clinic said that she thinks families are becoming less available for Saturday appointments due to activities/sports commitments, and pre-appointing becomes a challenge when parents do not know their kids’ schedules six months in advance. Not pre-appointing creates a need to have staff call patients to try to fill the schedule, which isn’t always successful—and/or a priority. The current scheduling software is cumbersome to use in filling these openings, and most staff are not trained in its advanced features.
Dr. Tzano observed that because of all the Saturday appointments and the doctors’ schedules, it is difficult to maintain primary doctor relationships for pediatric patients. Even if a doctor plans his or her Saturdays six months apart (which does not always happen), if the patient is not available (sick, etc.), it is also difficult to keep the patient with the primary doctors.
Martha Mackey, director of HR, also commented on employee morale. Team members do not always enjoy working on Saturdays, and it was becoming more difficult to find employees willing to work this schedule.
Finally, Bob Martin, chief financial officer, stated that in addition to the scheduling problems, the average procedures (fees) per patient aren’t as high as they could be. For example, a parent generally doesn’t consent to a fluoride treatment when insurance doesn’t cover it, and it is the same situation with X-rays. He said, “We routinely are told that patients will only consent to treatment if it’s covered. We always talk about how we plan treatment based on the needs of the patient, but ultimately patients determine their own needs based on their insurance coverage. Through July revenue is 15.1 percent below plan (budget).”
How would you resolve the problems with VVD’s Pediatric Saturdays?
W7: Operations Management During Financial Distress
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Why do other payers use Medicare as the benchmark for payment? What are other options?
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W8: Peer Review and Constructive Feedback
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Prompt: In a professional setting, it is important that we are able to receive and appreciate constructive feedback from our peers. For this discussion, imagine that you are only a few days away from presenting your PowerPoint that you completed last week to the hospital's board of trustees and executive board. You have asked your peers to listen to your presentation and provide constructive feedback related to your PowerPoint slides. Be respectful, constructive, and thoughtful in your responses.
1) Post the PowerPoint presentation that you constructed last week to this discussion.
2) Provide at least a one-paragraph summary of your presentation.
3) Identify and discuss 1-2 methods that you could use to reduce resistance to change regarding your strategy for preparedness.
4) Review at least two of your peers' presentations and provide constructive feedback that they could use to improve their presentation. Also, make sure to discuss areas of the presentation that you feel are well done.
Final Assignment (Week 7): Healthcare Operations During a Crisis
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Final Project - Week 7: Healthcare Operations During a Crisis
The COVID-19 pandemic upended the United States Healthcare System. What did we learn from it? As healthcare managers, you will be on the front lines, ensuring that doctors, nurses, and other healthcare workers in your organization., have the supplies and equipment needed to deliver healthcare to patients. Additionally, you might likely be responsible for ensuring that you have the proper mix of staff to fend off a pandemic. For this assignment, imagine you are serving as the chief operating officer of a critical access hospital. You have been directed by the chief executive officer to construct a presentation that outlines the hospital's strategy for preparedness should the hospital see an influx of patients (think about supplies, budget, personnel, etc.) that could put a strain on services (e.g intensive care unit, emergency room). The audience for your presentation will be the board of trustees and the executive board.
Your presentation/slide show should contain at least 10 slides, not including the title and reference slides. You are required to provide narration for each slide. Your presentation SHOULD BE between 8-10 minutes in length. The use of APA 7th ed. is required. Click here to review instructions on how to record your presentation/slide show using PowerPoint. Refer to your textbook as it offers a plethora of information to assist you in completing this assignment.
Please review the rubric, which is attached.
Some topics you might want to consider discussing:
1) Planning committee (who would NEED to be on the committee)
2) Communication requirements among stakeholders (who are the stakeholders)
3) Contingency plan for supply chain management
4) Identification and management of sick patients
5) Visitor/guest throughput and access
6) Capacity management
7) Metrics of performance (financial, operations, customer, etc.)
8) Methods to reduce employee's resistance to change
9) Tools that can be used to ensure new processes achieve desired results
Click here for the Center for Disease Control and Prevention's Hospital Preparedness for COVID-19. You might find this useful as you devise your plan.
Due on May 19, 2024 11:59 PM
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