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Process Map

The document discusses recommended changes to improve the current process at a University Health Center. It finds that wait times can vary significantly during student arrival, and recommends installing an online check-in system to reduce patient flow time by 10-15 minutes. It also suggests using the University Pharmacy instead of third parties to reduce the last step's metrics and decrease the total process time from 1.5 hours to 1 hour. Metrics included in the process maps measure time spent at each step. The document concludes that utilizing metrics can help identify opportunities to reduce costs, improve quality, and monitor the success of changes based on a study finding that patient flow strategies manage demand fluctuations and boost performance.

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121 views7 pages

Process Map

The document discusses recommended changes to improve the current process at a University Health Center. It finds that wait times can vary significantly during student arrival, and recommends installing an online check-in system to reduce patient flow time by 10-15 minutes. It also suggests using the University Pharmacy instead of third parties to reduce the last step's metrics and decrease the total process time from 1.5 hours to 1 hour. Metrics included in the process maps measure time spent at each step. The document concludes that utilizing metrics can help identify opportunities to reduce costs, improve quality, and monitor the success of changes based on a study finding that patient flow strategies manage demand fluctuations and boost performance.

Uploaded by

api-535002543
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Level 1 Process Map

Analysis

Are there any changes you would recommend related to the current state process?

As can be seen from the University Health Center’s current process, it is evident that changes are
needed related to the current state process. When examining the current process, it is initially
noticeable that there are too many places where a bottleneck can occur. For instance, during the
student arrival process, wait-times can vary significantly depending on how many people are
waiting to be called back for examination. In an attempt to improve the current student arrival
process, our team recommends that the University Health Center install an online check-in
system. If the University Health Center took our advice, we believe that patient flow time
through the University Health Center could be diminished by a staggering 10-15 minutes. We
would also encourage the student to use the University Pharmacy instead of a third party
Pharmacy to reduce the metrics for the last step in the process. If our improvements are
implemented the total process metrics are estimated to decrease from around an hour and a half
to 1 hour.

Discuss the metrics you included. Are there any changes to metrics that you would recommend?

In the level 1 process map, there are estimated metrics to show the total amount of time each step
will take to complete. Within every level 2 process map, the timing metrics from level 1 are
broken down even more. Included in these level 2 process maps are metrics listed to explain
where all of the stakeholders time is going and exactly how much time is taken. A good majority
of the steps provided in the level 2 process maps happen right after the other with very minimal
to no time in between the steps. However, for the steps that do include a wait time or a specific
amount of time to complete the activity, there are metric inputs to explain how long the process
will take.

How can this process utilize metrics to drive improvements?

According to a January 2011 study in the journal ​Health Affairs,​ patient flow strategies can be
used to manage fluctuations in demand, reduce costs, and boost revenue. As can be exemplified
through this analysis, you can not manage what you cannot measure. In the case of the
University Health Center, it is critical that they are able to identify opportunities for reducing
costs and improving quality as well as monitor these opportunities to see if they are successful
related to the current process. If the Health Center utilizes these metrics they will see significant
improvements in the time it takes to get a patient in and out as well as how many patients they
can see in a day.
Metrics Description

Patient Visits Patient Visits equate into revenue, so it is


critical to monitor the flow of patients in and
out of the Health Center and make
adjustments where necessary

Patient Wait Time Calculates the average amount of time a


patient must wait between checking in and
seeing a provider. Can provide insight to
patient satisfaction.

Average # of Patient Rooms in Use at One Shows how well space is used to treat
Time (Utilization) patients and helps determine if more or less
space is needed in the Health Center.

Staff-To-Patient Ratio Indicates the use and capacity of staff


resources, which can affect the quality of
patient care

Patient Follow-Up Measures the number of patients who


receive follow-up after their visit to the
University Health Center

Overall Patient Satisfaction Calculates satisfaction levels by combining


several factors. A high level is good, but a low
level could signify a problem with other
operations or services.

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