Group Assignment #2 1) What is the utilization at each step of the process in the clinic? Front Desk: a. Registration: The total availability time = 3*180 = 540 min The total registration time = 80*5 = 400 min (New patient & Follow-up patient) The utilization of Registration = 400/540 = 74.07% b. Verification & Hand-off: Total available time = (4*60 + 15)*3 = 255*3 = 765 min The number of follow-up patients = 80*60% = 48 people The number of new patients = 80*40%
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References: Dexter‚ F. et. al. (February 2000) Dynacrates Clinic Management System. Retrieved on December 13‚ 2010 from http://www.advancedatasystems.com/clinicpro.htm. Modai‚ Ilan et.al. (April 2002). Computerized Patient Information System at a Psychiatric Hospital in Israel. Retrieved on November 26‚ 2010
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competitors intends to achieve superior performance by delivering greater value. Cleveland Clinic is one of a kind reputable for good policy adaptations in the nation. While most businesses and hospitals choose to use the usual marketing methods‚ Cleveland Clinic adopts a different path of social media which has seen it generate more customer base and better services. In the year 2016 alone‚ Cleveland Clinic blog has had 90 million visits making it a winner in content marketing. Blogging and social
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To: Kathryn Angell‚ Chief Administrator‚ University Health Services Clinic Date: July 8‚ 1980 From: Consultant A‚ PMII Re: Proposal to Improve Performance at University Health Services Clinic After reviewing the data you have given me‚ I decided on the following measures to ensure the UHS Walk In Clinic runs more efficiently while at the same time providing a pleasant experience for patients. The switch to the triage system has succeeded in decreasing the overall wait time‚ however there
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[Type the document title] Your Name: [Pick the date] Contents 1. Question 1 Assumptions & Context Level Diagram 3 2. Level 0 Diagram 4 3. Question 2 Assumptions & Decision Table 5 4. References 6 1. Question 1 Assumptions & Context Level Diagram Assumptions New System will be a web based system. New user has to register first before making any appointments. If user can’t use the internet to make appointments‚ clinic’s front desk person will make an appointment for him and
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lessen your store assets to some extent or can even put you to the time of bankruptcy. This is the spot restorative scope comes into picture. Buying a medicinal scope may cost you a ton‚ however not having it at all can cost you a great deal more. Clinic
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The Green Field Primary Care Clinic (GFPCC) has been experiencing discrimination in its workplace. The clinic is a part of the Winnipeg Regional Health Authority (WRHA) and is run by an executive director (ED). Several employees have complained that racism is present in the workplace. The GFPCC has a staff of nineteen people‚ it consists of one ED‚ five doctors‚ five nurses‚ two social workers‚ one nurse practitioner‚ and five administrative assistants. The staff is predominantly female‚ with only
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A Multi-agent Framework for a Web-based Decision Support System Applied to Manufacturing System 1‚ 2 Bessedik Imène1 and Taghezout Noria2 Department of Computer Science‚ University of Oran‚ 1 imeneinf2006@yahoo.fr 2 taghezoutnour@yahoo.fr Abstract. The Combination between Web services and software agents provides a promising computing paradigm for efficient service selection and integration of inter-organizational business processes. This paper proposes an agent-based Web DSS; the
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Free Clinic is typical of the types of employee fraud that happens day in and day out at many organizations. It was nothing overly sophisticated and demonstrated how insiders who know the peculiarities of differing requirements use their knowledge for their own enrichment. A former CFO of the clinic took advantage his knowledge that requires nonprofits receiving federal grants to return any unspent money. This money is supposed to go directly to a federal office. However at the free clinic‚ authorities
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UHS Walk-In Clinic Case Analysis 1. Draw a process flow diagram of the post-triage system. Compare waiting times for the pre-triage and the post-triage systems. Is the new system an improvement over the old? See Flow Chart attached. No‚ it did not improve the process. The new triage did not meet the intended goals of off-loading patients to NPs and the overall throughput time did not change. 2. Analyze the available MD and NP capacity. How effective is the clinic in matching supply and
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