Carolyn Pexton 1 Moving patients efficiently through the system can become a challenge for hospitals and imaging centers, especially as demand increases.
The MRI clinic is experiencing some problems in the scheduling department. Currently the MRI machine is scheduled for one scan per hour and they are having difficulty reaching that output.
It was assumed that the clinic would achieve 2 scans per hour.
Patients are being scheduled at incorrect times and are not being properly screened. There are people scheduled who have medical conditions that should be rejected and many patients are experiencing difficulty in getting the proper examination.
Poor communication throughout the MRI clinic and its employees is very evident. Lack of communication between the patient and the scheduling department seems to be at the forefront. There are times when patients fail to show up for their appointment or they are cancelling at the last minute.
There appears to be some communication barriers between the radiologist and the MR Technologist as well. The radiologist requires the images as soon as the patient is scanned but the MR Technologist has great difficulty in meeting this request.
There is also concerns over employees being overworked. For example, the sole MR technologist, Jeff Sinclair was scheduled to work 40 hours per week.
During the month of May, Jeff worked an additional 40 hours at a rate of 1. The manager of the radiology department, Monica Zimmerman, was concerned that Sinclair was working too hard and for too long. Monica believed that the most appropriate move would be to add a partial second shift in the late afternoon and early evening hours.
Environmental and Root Cause Analysis Wright and Saskiw must provide recommendations and an action plan to deal with the process and productivity problem as it relates to extreme variability at BCMC.
After just six weeks in operation at BCMC, the clinic developed a waiting list and physicians began referring patients to competing facilities due to the long lead times.
By increasing capacity and introducing a balance in operations, the MRI clinic should begin to smooth out some of the bumpy roads it is currently traveling down.
In order to achieve this success, Wright and Saskiw must first identify the bottleneck in the process. The MRI machine and the time it takes perform a scan is the bottleneck of the process. Each scan can have different times associated with it depending on the type of scan that will be performed.
This will limit the capacity of the overall process. For example, a scan without contrast will usually take 30 minutes. A scan that requires contrast will double that time to 60 minutes. That means that the clinic will have to perform scan per year, or approximately 4 scans per day to achieve this goal.
Considering that the equipment in the clinic is capable of much more, this operation should have no problem in reaching and exceeding its goal daily if proper measures are put into place.
Improvements must start at the beginning of the process, as each step in the process is dependant upon the previous step. One of the goals of the clinic should be in improving the process flow up to the point that the actual scan will take place.
The clinic must also eliminate much of the variability and uncertainties in the scanning process which is ultimately making the process difficult to manage. There appeared to be enough demand annual scan rate in the US: Many physicians in the area have become frustrated with the backlog at BCMC.
The clinic currently experiences plenty of idle time. For example, when a patient meets the technologist, the first thing that they do is qualifying. The technologist examines the patient to see if there are any medical conflicts that would prevent them from performing the scan.
This takes approximately 5 minutes. If so, the patient is sent home creating idle time. In addition to checking for possible health risks, the technologist also ensures that patients are not wearing clothes with metal components.Case Study on Quint MRI Written Case Study 1onQuinte MRIModule 4 – Session 3: Capacity, Process Flow and Bottlenecks II Prepared byMohd RahmanOct 12, EXECUTIVE SUMMARY Quinte MRI got the contract as sole MRI service provider for Benton-Cooper Medical Center (BCMC), a non profit bed community hospital at Palmer.
Capacity, Process Flow and Bottlenecks - Quinte Mri Essay Words Jan 31st, 9 Pages Quinte MRI, Inc. is a small international provider specializing in a variety of medical technologies including MRI.
Case Study 1 – Quinte MRI Shayne MacKinnon Case Study 1: Quinte MRI Module 4 - Session 3: Capacity, Process Flow and Bottlenecks II Shayne MacKinnon June 2, Executive Summary Page 1 Issues Identification Page 2 Operating Environment Page 2 Root Cause.
Capacity, Process Flow and Bottlenecks - Quinte Mri Essay Words | 9 Pages Quinte MRI, Inc. is a small international provider specializing in a variety of medical technologies including MRI.
Capacity, Process Flow and Bottlenecks - Quinte Mri Essay Words | 9 Pages Quinte MRI, Inc. is a small international provider specializing in a variety of medical technologies including MRI. Bottlenecks in the Process Joy Stanley OPS Tuesday, January 24, Ms.
April Fox Bottlenecks in the Process A bottleneck is defined as any resource whose capacity is less than the demand placed upon it.