Capacity, Process Flow and Bottlenecks - Quinte Mri
Quinte MRI, Inc. is a small international provider specializing in a variety of medical technologies including MRI. Quinte MRI’s founder, Dr. Syed Haider believes that the residents of smaller communities deserve the same level of health services as the residents of the larger urban centers. Quinte MRI is experiencing difficulty in meeting the expectations of 2 scans per hour. As a result, productivity is declining and they losing the referral of many of their colleagues. The process is creating a lot of variability and uncertainties that Quinte MRI are dealing with. Solving the issue of the “bottleneck” will make the operation more effective and manageable. By assuming the role of David Wright and Kevin Saskiw, I will recommend a course of action that should be followed by the new Quinte MRI clinic that will reduce a long waiting list for its imaging services.
Issue Identification
Haider’s client, Benton- Cooper Medical Center (BCMC) has expressed concern over the fact that the MRI clinic was not meeting promises made by Haider and GE to scan patients at a rate of 2 per hour. The hospital’s administrators continue to complain about the MR machine’s low productivity, the strain resulting from the MR technologist’s heavy overtime schedule, and the loss of patient referrals from doctors within the hospital and in the surrounding area. Doctors expect to receive the transcription within 2 days of their request. The backlog has now exceeded 14 days, resulting in providing a poor quality of service to the patients. This backlog has put a strain on the relationship between BCMC and Quinte MRI and has lost referrals to the competing MRI clinics in attempt to obtain a more efficient timeframe for servicing patients. . 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
Issue Identification
Haider’s client, Benton- Cooper Medical Center (BCMC) has expressed concern over the fact that the MRI clinic was not meeting promises made by Haider and GE to scan patients at a rate of 2 per hour. The hospital’s administrators continue to complain about the MR machine’s low productivity, the strain resulting from the MR technologist’s heavy overtime schedule, and the loss of patient referrals from doctors within the hospital and in the surrounding area. Doctors expect to receive the transcription within 2 days of their request. The backlog has now exceeded 14 days, resulting in providing a poor quality of service to the patients. This backlog has put a strain on the relationship between BCMC and Quinte MRI and has lost referrals to the competing MRI clinics in attempt to obtain a more efficient timeframe for servicing patients. . 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