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
Premium Wage Salary Capacity utilization
Case: 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
Premium Physician Healthcare occupations Patient
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 of efforts‚ including repeating questions and examinations‚ and resulted in procedural bottlenecks. Additionally‚ there were inconsistent levels of service and extreme
Premium Hospital Physician Patient
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
Premium Database model Database Database management system
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
Premium Patient Hospital Healthcare occupations
Managing Business Operations Case 2 University Health Services: Walk-In Clinic Group Members Eng Jui Goy Chaweewan Gatepithaya Hui Man Yin Merina Kwa Hwee Lay Clarie Michael Ong Question 1: Pre-Triage Problems: 1. Waiting Time between sign-in and treatment is long a. Everyone‚ regardless of urgency‚ ha to see the nurse before consultation with physician. Urgent cases b. 22% of the patients had to wait for
Premium Physician Patient Hospital
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
Premium Capacity utilization Physician Patient
National ECCD System Department of Health (2011). DOH expands child health program with 2B peso budget September 24‚ 2013‚ from http://www.dswd.gov.ph/about-us/history-of-dswd/ Encyclopedia of Children’s Health August 2‚ 2013‚ from http://www.healthofchildren.com/E-F/Early-Childhood-Education.html Public day care service: its relevance in a rapidly growing economy Retrieved July 18‚ 2013‚ from http://reflectionsindevelopment.wordpress.com/ 2013/02/27/public-day-care-service-its-relevance-in-a-rapidly-growing-economy/
Premium Early childhood education Day care
| | |UHS: Walk-in Clinic | |Post-Triage Analysis | | | |
Premium Hospital Physician Patient
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
Premium Hospital Patient Physician