Staffer Diane Bowles is the “Clinical Practice Improvement Consultant,” who charts scores of processes. Her inputs are very important for efficient room processes and admission processes. As Diane’s assistant I would first acquaint myself with the flow of Diana’s flowchart. I would take a few days to study the various inputs and the process flows. Once this is done then I could suggest improvements if any. I feel that there is only place where there is a scope for improvement. This would also help in getting the rooms vacated on time without the prospect of waiting for rooms to be vacated. I would not initiate any changes because the flow chart of processes has been very successful and critical to the 130% capacity of the operational levels of the hospitals’ only would like to improve upon the levels of floors of the various units. The process as such is maintained very well but the floors on which facilities for labor wards for operations and normal delivery are scattered and in case of any emergency the patient has to be shifted many times up and down. This not only wastes critical time but also man power. I suggest that the seventh and the eight floors be exclusively used as labor wards and operation theaters and the rest of th4 floors be used in any order convenient for doctors’ nurses and other therapists. A mother who is expected to be operated upon needs to jump from process 1 to 7 without any intervening steps. the process 7 would become step 2 as the mother has already registered and ready for the cesarean .then step 6 could be followed the mother and child sent to the ante natal care and then step 8 .in process flow chart for a mother who is to be operated upon. she need not go through any other step as it is not required. Pre-registration should become mandatory fro all expectant mothers. Then the order of the flowchart would change with step 3 becoming step 1 and step 322 and others following each other. There should be no instant...
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