"Uhs walk in clinic waiting time analysis" Essays and Research Papers

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    | | |UHS: Walk-in Clinic | |Post-Triage Analysis | | | |

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    Walk in Clinic

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    Final Report Walk-In-Clinic Table of Contents Introduction to the Company 3 Description of the company 4 Problems 5 Justification 6 Description of Database and Application Design 7 Entities: 8 Implementing to MS ACCESS: 9 Referential Integrity: 9 Forms 10 Query and Report: 10 Database Application Utilization: 11 Database Administration Issues 11 Conclusion 13 Appendix 14 Introduction to the Company These days walk in clinics and hospitals‚ are under strong pressures from

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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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    The case Walk-in Clinic preparation sheet As Kathryn Angel‚ how do you evaluate the introduction of the triage nurses into the process of the Walk-in Clinic ? The triage system certainly proved its value for the Walk-in Clinic. Although the average total waiting time increased after the introduction of the triage nurses‚ customer’s perception of the waiting time was improved. One of Maister’s laws states that a pre-process wait feels longer than an in-process wait‚ meaning that customers who

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    University Health Services: Walk-In Clinic Kathryn Angel has been hired as assistant director for ambulatory care at Harvard’s University Health Services. By implementing a triage system‚ she wanted to reorganize the Walk-In Clinic. The staff of the clinic includes 22 physicians‚ 2 registered nurses and 11 nurse practitioners. Physicians : 40 hours per week‚ in blocks of three to four hours; in total 150 hours per week available to the Walk-In Clinic 12 hours in Walk-In Clinic 16 hours meeting patients

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    University Health Services: Walk-in Clinic   1. Process Flow PRE TRIAGE FLOW CHART   [pic]   TRIAGE FLOW CHART   [pic]   |                          |Pre-Triage                                               |Triage                                                   | |                    |NP             |MD           |SP/MD       |SP/NP               |NP           |MD                   |SP/MD             | |8am-9am             |18.2           |12.2         |2           |6.1      

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    problems precipitated the creation of the triage system implemented by Kathryn Angell in an effort to deliver improved medical care. The main problem was a lack of coordination in service delivery. This lack of coordination caused excessive wait times on the order of anywhere from 23 to 40 minutes to see a nurse‚ 40 to 50 minutes to see a doctor‚ and as long as 55 minutes to get a prescription filled. The practice of all nurses being involved initially in seeing all patients caused duplication

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    Time Talk and Walk

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    In his article “ Time Talk‚ with an Accent” Robert Levine discusses about culture shock when he lived in Brazil and understand Brazilian people’s habit about time. When he began his scientific journey in his early career as a professor of psychology at Federal University in Niteroi‚ Brazil and he found the hardest part of his life about punctual time rather than different language‚ his own privacy‚ and standards of cleanliness issues. As it described in article Robert Levine was a young American

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    Waiting time There are some main problems that causes unnecessary waiting time. First of all the casting machine often breaks down and this kind of stop results in a lot of waiting time for the process and the workers. To repair a broken down machine takes at least 3 hours up to 12 hours. When the machine breaks down the production in the melting work centre is stopped which for example makes the level of inventory increase. Since the company only have one machine there are a lot of unnecessary

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    realistically live up to. As times continue to change‚ pressures to do more plague the Canadian health care system in spite of slower rates of advancement and expansion in resources. Diminishing access to care‚ increased numbers of patients‚ and intolerable wait times are some examples of issues that have been of high concern to the government and general public. For years‚ tedious waiting times have become a deepening rift in Canada’s health care system. A waiting list commonly refers to a roster

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