Archetypes that may impede Performance

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Jomo Kenyatta University of Agriculture and Technology, Nairobi *

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Nov 24, 2024

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1 Recommended new State Value Stream Map with the desired reduction in patient turn- around time The following gaps can be discovered in the state grid, and the following adjustments can be suggested. To begin with, automating the planning stage is essential to minimizing the medical staff's dependence or delays (Dawande et al., 2022). The establishment of automated scripts backups requirements that could be implemented into the execution procedure is also necessary. Therefore, this will significantly lessen the workload and waiting times that individuals must endure during their stay in the hospital. Consequently, a new state value stream map is required to guarantee that every procedure in the emergency unit is automated. The automated system will ensure that several tasks are completed more quickly, reducing the time it takes for individuals to be examined and improving the emergency department's medical services standard. The emergency room's value stream map displays six lengthy waiting times, which lengthens individuals' durations in the hospital. Nevertheless, the total patient turn-around waiting time is significantly decreased to three from the new recommended condition value stream map with the anticipated decrease in the client turn-around time (by half). Rather than waiting twice for the physician, once for the caregiver, and one more time before being released, clients will only need to wait three times to receive the necessary medical services. They include being patient as the caregiver examines them, holding off on having a physician's examination and awaiting the directions for departure. 2.4 Discussion on Intended and unintended consequences of the Modified System The redesigned system's anticipated results include a significant decrease in the time the client spends waiting to reduce turn-around. Additionally, this will raise the standard of

2 institutional medical services patients receive. The unanticipated implications of the redesigned system are that although physicians and caregivers make an effort to be autonomous, they lose their special status due to the patients they care for and the other employees ( Soleimani- Roozbahani et al., 2019). The emergency care facility illustrates how the new approach, which generally aims to lower costs by increasing medical coordination and system effectiveness, operates. The modified approach has financial advantages in that the hospitals can increase prices by including facility fees that pay healthcare employees to provide services. Additionally, individuals can access various services (Hallam & Contreras, 2018). It assists the patients in understanding that when they go to the facility, they can receive high-quality healthcare services without having to know the doctors, in addition to urgent medical services at the emergency healthcare departments. Once individuals are aware that they may quickly receive the necessary healthcare services without delay, the problem of a lack of clients is minimized. 3.0 Conclusion To determine which actions bring value to the procedure and which lengthen the turn- around patient waiting time, the value stream map of the healthcare operations at the emergency unit is examined. While the value stream map provides a structure for comprehending how operations move and what tasks are performed while servicing individuals who come to the emergency room, there is still a requirement to guarantee that the healthcare services provided are improved. The value stream map has to be enhanced to provide the necessary information and address areas where individuals may be waiting too long. To cut down on patient wait times, the stream value needs to be improved more from its existing state. Furthermore, automating the approach to cut waiting times is an excellent strategy to ensure that individuals trust the

3 procedure and consider they will always receive better medical treatment when they attend the emergency department. To decrease patient, wait times and enhance healthcare services, the emergency department has to implement a redesigned system. 4.0 Recommendations The operations that individuals should undergo as part of the present value stream when they visit the emergency department were mapped out throughout the discussions. Nevertheless, it should be highlighted that the ongoing activities lengthen the time patients must wait in the emergency department. Thus, a redesigned new state map is advocated, which must reflect various adjustments to enhance healthcare services and decrease patient wait times. The following are the recommendations: Assigning the physician, a team- It is also crucial that the physician is allocated a team of caregivers who will assist with the patient's initial assessment. Therefore, this will shorten the time it takes to administer the patient's initial medication, which will shorten the patient's stay in the hospital. Also, systems automation- According to the analysis presented above, patients frequently wait long in hospitals before receiving the necessary medical care. As a result, lengthy medical processes might be minimized by automating the whole system. The doctors will find it easier to provide the clients with proper medical care.

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4 5.0 References Cardoso, W. (2019). Value stream mapping as lean healthcare's tool to see wastes and improvement points: the case of the emergency care of a university hospital. Journal of Innovation and Healthcare Management , 2 , 1-18. https://doi.org/10.20396/jihm.v2i0.11805 Cardoso, W. (2020). VALUE STREAM MAPPING AS LEAN HEALTHCARE'S TOOL TO SEE WASTAGE AND IMPROVEMENT POINTS: THE CASE OF THE EMERGENCY CARE MANAGEMENT OF A UNIVERSITY HOSPITAL. Revista de Gestão em Sistemas de Saúde , 9 (2), 360-380. DOI:10.5585/rgss. v9i2.17690 Dawande, P. P., Wankhade, R. S., Akhtar, F. I., & Noman, O. (2022). Turnaround Time: An Efficacy Measure for Medical Laboratories. Cureus, 14(9). DOI: 10.7759/cureus.28824 Hallam, C. R., & Contreras, C. (2018). Lean healthcare: scale, scope and sustainability. International journal of health care quality assurance. https://doi.org/10.1108/IJHCQA- 02-2017-0023 Jasiūnas, J., Lund, P. D., & Mikkola, J. (2021). Energy system resilience–A review. Renewable and Sustainable Energy Reviews, 150, 111476.https://doi.org/10.1016/j.rser.2021.111476 Soleimani-Roozbahani, F., Rajabzadeh Ghatari, A., & Radfar, R. (2019). Knowledge discovery from a more than a decade studies on healthcare Big Data systems: a scientometrics study. Journal of Big Data , 6 (1), 1-15. https://doi.org/10.1186/s40537-018-0167-y Tortorella, G. L., Fogliatto, F. S., Anzanello, M., Marodin, G. A., Garcia, M., & Reis Esteves, R. (2017). Making the value flow: application of value stream mapping in a Brazilian public healthcare organisation. Total Quality Management & Business Excellence, 28(13-14), 1544-1558.https://doi.org/10.1080/14783363.2016.1150778

Archetypes that may impede Performance

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