Patient Flow in Waiting Room
Patient Flow in Waiting Room
Haik Janoian
MGT/554 Operations Management
University of Phoenix
Group PA04MBA10
April 5, 2006 Patient Flow in Waiting Room
Healthcare clinics are under a great deal of pressure to reduce costs and improve quality of service. In recent years, healthcare organizations have concentrated on preventive medicine practices and have tried to reduce the length of time that patients stay in a hospital. Outpatient services have gradually become an essential component of healthcare. Organizations that cannot make their outpatient component cost-effective are finding themselves financially burdened in this ever-changing industry (Caldwell, 2005).
Patient waiting times and waiting-room congestion in outpatient settings are two challenges facing the healthcare industry. Survey results indicate that excessive waiting time is often the major reason for patients ' dissatisfaction with outpatient services. Waiting times of 10 to 15 minutes are considered reasonable.
Outpatient clinics are in essence queuing systems. These systems embody a unique set of conditions that must be considered when examining the appointment making procedure. Patient flow is simplified when scheduled patients arrive punctually and a single doctor serves them within predefined processing times. The flow gets more complicated when multiple doctors are involved or patients arrive late. Other factors that may complicate the flow are no-shows, walk-ins, and emergencies. In addition, doctors are sometimes delayed or interrupted throughout the course of the day by events not directly related to medical consultation.
The flow of an established patient in the waiting room is the subject of this process analysis. The process begins when the patient walks in the door. If the receptionist is not helping another patient, she greets the patient that has just walked in. The patient waits in line to check in with the receptionist (he or she enters the Arrival
Haik Janoian
MGT/554 Operations Management
University of Phoenix
Group PA04MBA10
April 5, 2006 Patient Flow in Waiting Room
Healthcare clinics are under a great deal of pressure to reduce costs and improve quality of service. In recent years, healthcare organizations have concentrated on preventive medicine practices and have tried to reduce the length of time that patients stay in a hospital. Outpatient services have gradually become an essential component of healthcare. Organizations that cannot make their outpatient component cost-effective are finding themselves financially burdened in this ever-changing industry (Caldwell, 2005).
Patient waiting times and waiting-room congestion in outpatient settings are two challenges facing the healthcare industry. Survey results indicate that excessive waiting time is often the major reason for patients ' dissatisfaction with outpatient services. Waiting times of 10 to 15 minutes are considered reasonable.
Outpatient clinics are in essence queuing systems. These systems embody a unique set of conditions that must be considered when examining the appointment making procedure. Patient flow is simplified when scheduled patients arrive punctually and a single doctor serves them within predefined processing times. The flow gets more complicated when multiple doctors are involved or patients arrive late. Other factors that may complicate the flow are no-shows, walk-ins, and emergencies. In addition, doctors are sometimes delayed or interrupted throughout the course of the day by events not directly related to medical consultation.
The flow of an established patient in the waiting room is the subject of this process analysis. The process begins when the patient walks in the door. If the receptionist is not helping another patient, she greets the patient that has just walked in. The patient waits in line to check in with the receptionist (he or she enters the Arrival
References: Chase, R., Jacobs, R., Aquilano, N. (2004). Operations Management for Competitive Advantage. McGraw-Hill Companies Boston.