JIT at Arnold Palmer Hospital 1. Read the case that follows. 2. View the video tour of Arnold Palmer Hospital that addresses this issue. (http://media.pearsoncmg.com/ph/bp/bp_heizer_opsmgmt_8/chapter_content/video_clips/vidclips16_03.html) 3. If you wish to have further background‚ reread the material in this chapter of the text. 4. Answer the questions about the case‚ and if your instructor wishes‚ email them to him or her. Orlando’s Arnold Palmer Hospital‚ founded in 1989‚ specializes
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Value-Based Purchasing Analysis The rates of each hospital are based on patient surveys. These surveys helped to adjust the cost that each organization is allowed to charge and how well they may be paid. The patient survey is a questionnaire filled out by the patients of the facilities. The centers of Medicaid and Medicare are required by the new law to hold a 1% reimbursement from organizations each year. This percentage is set aside and paid out within a 30% weighted score‚ based on satisfaction
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Abstract— The paper examines working of outdoor patient departments in a general hospital. There are several out-patient departments and hundreds of patients visit the hospital daily for treatment. The main objective is to minimize the average waiting time of the patients. The current performance is determined and newer ways are identified to improve the performance of the hospital. Various alternatives are found and evaluated by simulating each of them. The objective of minimizing waiting time of
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HR Functions of St. Jude Children’s Research Hospital Lucinda West HSA320 November 12‚ 2012 Professor Dorothy Moore Strayer University Introduction The organization chosen is St. Jude Children’s Research Hospital (SJCRH). St. Jude is the first institution established for the sole purpose of conducting basic and clinical research and treatment into catastrophic childhood diseases‚ mainly cancer. SJCRH opened on February 4‚ 1962 and was founded by the late
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teaching hospital. DESIGN: Cost analysis. SETTING: A large urban public teaching hospital. MAIN OUTCOME MEASURES: All expenditures for the institution during 1993 and for each service were categorized as either variable or fixed. Fixed costs included capital expenditures‚ employee salaries and benefits‚ building maintenance‚ and utilities. Variable costs included health care worker supplies‚ patient care supplies‚ diagnostic and therapeutic supplies‚ and medications. RESULTS: In 1993‚ the hospital had
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Integrative case: What went wrong at university hospital? In this memo‚ I would like to clarify the causes of the failure of the training program in the hospital and propose the new way of the training that could be more useful for both senior managers and the employees. According to the failed implementation of the training in the use of new equipment and software‚ First of all‚ one of the causes of the failure is the absence of survey need assessment of employees. The hospital’s senior management
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Community Hospital Memo To: From: Date: Re: Executive Management‚ Nightingale Community Hospital Brittany Amon‚ Senior Audit Administration September 29‚ 2012 Compliance Status of Nightingale Community Hospital: Information Management The following pages will provide a summary of the current compliance status of Nightingale Community Hospital based on the Information Management Priority Focus Area. From the information provided by Nightingale Community Hospital [the hospital] or readily
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Six Sigma at Academic Medical Hospital (AMH) Problem: Patients with potentially life-threating injuries and illnesses are waiting for over an hour for treatment in Emergency Department at AMH! Although long wait times seemed to be readily excuses by many physicians due to complexity of managing emergency room and processes and clinical staff‚ it is still unacceptable for the patients. Targets: help Emergency Department (ED) at Academic Medical Hospital (AMH) to reduce the wait time
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between an ambulatory care facility and an inpatient hospital. Ambulatory care facilities consist of physician offices‚ walk in clinics‚ health departments‚ urgent care centers or a facility that provides medical treatment to patients who do not require an overnight stay (Gartee‚ 2011). Whereas an inpatient facility treats patients who require services longer than 24 hours but generally do not exceed 30 days and these facilities often are hospitals that provide inpatient stays. However‚ as the cost
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It has been a growing concern in both the industry and society. Massachusetts General Hospital (MGH) is no exception. Even though the average length of stay (LOS) for the patients in MGH has been declining (Exhibit 10)‚ it is still the highest compared to their competitors (Exhibit 6). Besides the cost‚ there is no uniformity of process and standardization across different facilities and departments of the hospital. MGH lacks communication and coordination between the facilities. Key Issues: Dr
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