Workplace Problem 42

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School

Franklin University *

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Course

320

Subject

Business

Date

Apr 3, 2024

Type

docx

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Uploaded by ChiefScienceAnt25

1 Workplace Problem 4-2 -- Amanda R. Wilborn Ross College of Business, Franklin University BSAD-320: Quantitative and Qualitative Methods for Decision-Making Dr. Behtany Poore March 17, 2024

2 Workplace Problem 4-2 Introduction ER Departments are known for their long wait times. statistics and data have shown us that the long wait time ends with patients not being properly treated or seen. There are a few different factors that go into play as to why the wait times are so long in the ER. An essential arrangement would be to relegate medical providers to complete a REM ( Rapids Medical Evaluation) in doing this it helps with the triage, emergencies and request tests this gets the basic needs done before giving them a room in the ER. secondly, medical professionals should do more huddles and come together to discuss the patient's needs all at once instead of having one dianetics done and then you need this doctor or this specialist and paging medical staff here and there. entire consideration group clusters when the patient shows up in the room. These steps are the most affordable and give the most return a minimal measure of pushback. Both of these steps have been displayed to assist with diminishing trauma center stand-by times which would achieve the put forth objective. This paper will exhibit the significance of the two steps through the utilization of , as well as look at a choice through the weighted ranking tool and the development of the decision program chart.

3 Workplace Problem 4-2 Weighted Matrix Solutions Patient flow Time utilization Patent flow Patient and staff satisfaction Total Rank MEDICAL HUDDLE WITH ER TEAM 3 3 3 2 2 R.E.M 4 5 5 5 1 Each solution is detailed in the improvement strategies in further developing the long wait time in the Emergency Room Workplace Problem 4-2 Patient Flow In inorder to lessen patient wait times and create a healthy and productive patient flow there should be a useful and controlled patient stream, generally, this cycle will fall flat. Unfortunately, poor patient flow can cause issues in your treatment plan. An effective and high-level patient workflow to produces positive outcomes and permits things to keep on moving along in a timely fashion. Cutting time in both waiting rooms and treatment areas can make sure that the patients are getting quality care as quickly as possible. Assuming the treatment room times are decreased more patients are being seen in a more limited measure of time.

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4 Time Utilization Making the most of time in the emergency room is key. If we manage it well, we can reduce long waits for patients and keep staff happy. Happy staff means better care for patients, which keeps them satisfied and keeps the Emergency Department running smoothly. We can achieve this by improving how we prioritize patients, streamlining tasks, and supporting our staff through training and feedback. Regular checks help us stay on track and make necessary improvements. Workplace Problem 4-2 Process Decision Program Chart (PDPC) The PDPC conveys a coordinated approach to finding deficiencies in an arrangement it is being made. As issues are laid out more prudent moves can be made. Allowing the troubles to be bypassed or an alternate course of action drawn up in for good measure of an event. To make the quick clinical assessment process ready prepare to be in groups that are intended that there were many individuals off the floor at one time. When introducing a new process in a medical setting, it's important to consider how it will affect each department's work. This includes getting the right equipment and preparing the space. Patients should be informed about the changes through clear signs to avoid confusion. One challenge is managing space when treatment rooms are not full when ambulances arrive. To handle this, always keep a couple of rooms available for unstable patients. Stable patients can wait in the lobby and follow a quick evaluation process. Regularly check and adjust the process based on feedback to ensure it works well for everyone.

5 RME Amublance arrival, check ins, registration, wait time not having a treatment.waiting room for patient upon ambulance arrivals stable patients sent for RME. Unstable Patients sraight admiting room Medical Evalutaion, xrays, labatory, Rx Treatment rooms, history, lab resutls, Rx, Dispostion nurses properly assed patients so that doctors are able to give care faster. shift huddles to ensure patient quaility care is assesed Staff training notfying patients of delay(s) xrays are done in a timely fashion schedules adjusted to make sure a doctor is avaiable for RME

6 Workplace Problem 4-2 Conclusion By using the weighted ranking tool to compare solutions and make a decision chart its found that Rapid Medical Evaluation (R.E.M) is the best choice. It helps cut down on wait times in the emergency room and leads to better outcomes for patients. This method helps manage time well and keeps the moral of the hospital and their emergency departments as well as a more effective and productive patient flow. I.

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7 Reference Patient Flow In Healthcare - Ambula Healthcare Revolutionizing Healthcare: Exploring the Power of Patient Flow Management Systems – Wavetec Blogs

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