...Alex Bentley: The Waiting Room Deep in his book Alex Bentley sits, hunched over the intriguing novel. Palms sweaty with fear in his beady hazelnut eyes. Foot tapping nervously, he turns the page with one hand, pushing his square framed glasses with the other. He checked his watch. The last two chapters he could finish in the amount of time he had left before the appointment. His eyes darted across the page, increasing in speed as the book got more intense. One chapter left. Ten pages until the end. Five left. Four. Three. Two. Last page. His mind stops as a click of the door handle startles him. The opaque grey door opens wide as the assistant walks out. Auburn hair tumbles down her back in loose curls, the natural color complimenting...
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...“Code Blue in Room 2320,” the announcer calmly speaks through the Hinsdale Hospital intercom. Though you can tell the nurse or doctor on the other end has a calm voice, the slight heavy breathing and panting from the pressure of keeping someone alive can also be felt. I greet people in their darkest and most desperate times volunteering in the Surgical Waiting Room at Hinsdale Hospital. In fact, it is the stressful environment of the hospital where I had one of my proudest moments. On a hot June day, I followed my typical routine driving to the hospital ready for the 4 to 6 pm volunteer shift in the Surgical Waiting Room. What started off as a normal day became one of the most stressful days in my life. Around 5:15, the blaring alarm and blinding lights...
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...Clinic (VFC) returned to the clinic after her early morning meeting with CEO, Elizabeth Forer. It was a typically warm and sunny Southern California day as she approached the front door of the clinic. She walked past a line of six to eight people waiting to check in at security and then proceeded upstairs to the waiting room. Almost every seat was taken. The room was full of elderly people, homeless men and women, young mothers, babies, toddlers with runny noses, school-aged children watching TV and adult men and women dressed for work. Some clutched papers indicating they had been seen by either registration or a provider, but most were holding only their color-coded cards given to them as they passed through security. As she headed towards the patient rooms, she noticed two resident doctors holding charts and chatting about their upcoming ski trips, one attending physician talking to a medical assistant about lab work and another on the telephone impatiently waiting on hold. A quick walk by the patient rooms showed that despite the crowd in the waiting room, only about half of the rooms had patients in them. She knew that many of the patients seen by the clinic spent hours there each visit, and that most of that time was spent waiting. She thought back to her meeting with Liz. She had been told that there were projections for a 26% increase in visits over the next year. How would the clinic be able to handle such a large influx of patients? She had already begun hearing...
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...Group of Hospitals in downtown Minneapolis has a patient satisfaction score of 55% compared to 80% in comparable hospitals in the area. Based on patient feedback, the three major complaints in rank order are long waiting, too much movement, and lack of patient focus. The daily census data indicates that 22% of the patients that came to the Emergency Department (ED) had simple fractures. The Hospital is located next to several recreational park systems, therefore the Emergency Department treats a significant amount of patients from recreational sports. Simple fracture procedure has the lowest satisfaction (40%) among the hospital patients. RECOMMENDATION We advise The Burton Group of Hospitals to reduce the waiting times of simple fracture patients by optimizing processes and following efficient practices, by reducing unnecessary patient and staff movement across the Emergency Department and by improving customer service through a patient-oriented culture. The proposed efficiency model can reduce the waiting time for simple fracture patients requiring procedure to just 123 minutes from 317 minutes. Our detailed recommendations for management are as follows: * Reduce the long waiting times by optimizing processes and following efficient practices. Long waiting times are patients’ biggest concern. Patients have to wait long since many processes in ED are inefficient due to duplication, disorganization and lack of technology. Eliminating data repetition and embracing...
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...CLINICAL ATTACHMENT BLOCK 1.6-BASIC MEDICAL PRACTICE TUTORIAL GROUP 1 FACULTY OF MEDICINE INTERNATIONAL PROGRAMME UNIVERSITAS GADJAH MADA GENERAL OBSERVATION Introduction This exclusive practical session revolves around students' attachment to family doctor or general practitioner. Beforehand, a sound understanding and distinguishable comparison between these two specialty is necessary to perform this task efficiently. Family medicine is a medical specialty that provides continuing and comprehensive health care for the individual and family across all ages, genders, diseases, and all parts of the body. It is based on knowledge of the patient in the context of the family and community, emphasizing disease prevention and health promotion. According to the World Organization of Family Doctors, the aim of family medicine is to provide personal, comprehensive and continuing care for the individual in the context of the family and community. On the other hand, general practitioner is a medical practitioner who treats acute and chronic illnesses and provides preventive care and health education to patients. The good general practitioners will treat patients both as people and as a population. In some healthcare systems general practitioners work in primary care healthcare centers where they play a central role in the healthcare team. Nevertheless, in some models of care general practitioners work as single-handed practitioners. In conjunction with this block, I visited a local puskesmas...
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... ADVANCED SYSTEM ENGINEERING Presented to: Prof. Mahdi Yaqub TABLE OF CONTENT 1. Abstract 2. Introduction 3. Methodology • What is System Dynamics? • Stella Simulation Model 4. Background to the Problem 5. Nurse Scheduling Problem using LINDO 6. Data Analysis 7. Recommendations 8. Methodology limitation 9. Conclusion 10. Appendix & References ABSTRACT Purpose - To research on the possible operational problems that may lead to excessive patients’ waiting time. “Priority Operating” changes with time as a patient waits for service and resource gives due consideration to hierarchy present in the skill and selects next available patient for treatment. A patient’s experience in waiting time will radically influence his/her perceptions on quality of the service and to minimizing the cost of carrying excess capacity. Our project aimed at improving the patient experience in the critical care by looking into the problem of excessive wait times in the Critical care and we will identified variations in the critical care and how it is staffed and managed. Although these variations have the potential to sabotage efforts to reduce surgical wait times within the hospital, they also present significant opportunities for change and improvement. Method- This report describes how system dynamics using Stella model...
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... the lighting, the temperature, the colors used, and the types of magazines provided in the waiting room. Like Home Medical Care for Children Vision Statement Like Home Medical Care for Children, a Catholic health center for children will be a leader, a partner, and an advocate in creating innovative health solutions that improves the lives of children so that every child is able to experience the love and healing power of God. Mission Statement It is our mission to spread the healing ministry of Jesus Christ to the children and their families. It is also our mission to continually meet the needs of our patients by giving excellent care exhausting the best skills, education, and immediate execution. Service Strategy Here at Like Home Medical Care for Children, we strive to create a healing environment for our patients, our visitors, and our employees. Being that we are a center for children, our building will be professional, but fun for the children. We will use bright colors on our walls. Colors such as bright blue, green, purple, and pink will be used. Our building will be well lit using natural sunlight from all of our large windows, which will be in the lobby and in the waiting rooms. Outside our building, we have bright flower gardens that bloom year around. We will also have photos on the walls in both the lobby and in the waiting rooms. We will also have a television in our wall right above our registration window which will play...
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...Abstract This paper is a detailed explanation of a Planetree project that I developed and carried out in the course of my work at the Department of Veterans Affairs. I explain how I was able to complete the project without the benefit of funds from the department. There are four references that I consulted to develop ideas for the project. I have clear memories of visiting the doctor’s office as a child. The frosted glass partition between the receptionist and the waiting area created a boundary that clearly stated “keep out.” When I asked my mother why it was there, she said because the people working in the office wanted peace and quiet. I don’t think I fully understood that explanation at the time, but I did understand that it meant they didn’t want to be bothered. The breaking down of these boundaries is the heart of the Planetree Patient-Centered Care Philosophy. The Planetree website states “Planetree is a non- profit organization that provides education and information in a collaborative community of healthcare organizations, facilitating efforts to create patient-centered care in healing environments.” (Planetree, 2012) In the course of my employment as an imaging technologist at the U.S. Department of Veteran’s Affairs, two coworkers and I were picked by management to create a Planetree Project for the radiology department. We were told that we should keep in mind that it was the...
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...No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Student ID 09-12812-1 09-12943-1 09-13334-1 09-14159-2 08-12534-3 09-12912-1 09-14286-2 08-11105-2 09-13504-1 09-13533-1 09-14312-2 09-14744-3 09-12902-1 09-12869-1 09-13516-1 09-12996-1 09-12795-1 09-13931-2 09-13285-1 09-13904-2 09-14873-3 09-13314-1 09-14051-2 Student Name ADITI GHOSH TONNY FATEMA TUZ ZOHURA SOURAV ROY FAZLE RABBI MUZADDID MOHAMMED RASHDEE MD. AMDADUL HOQUE AMIT SAHA MD. NAJMUS SAYADAT SHAKHAWAT HOSSAIN TASMIA AFNAN PRIANGKA BISWAS SHARMIN NAHAR TAMANNA BAKER ISRAT FARZANA K.M IFTEKHAR NOMAN ABIR AHMED FATEMA-TUZ ZOHURA MD ABDUL MUHIT MUJTABA ALAM MD. SHA ALAM RONY ASIF UDDIN KHAN SHAHNAWAZ MOURSALIN ASHIKA ZAMAN HABIBUR MURSALIN VENUE ROOM # 524 Waiting Room # 521 AIUB | Student Allocation for BBA Internship Defense – Fall 2012 Semester 2 Board # 2 Time: 03:30 PM SL No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Student ID 09-14147-2 09-12830-1 08-11574-2 09-13351-1 09-13509-1 07-09150-2 09-13257-1 09-13998-2 09-13757-2...
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...racecars at the Daytona 500. I sat silently while my parents bombarded my brother’s surgeon with questions. The surgeon was very patient and helpful. After my parents had asked their millions of questions he led us down another long series of hallways to yet another waiting room. This one was filled with people. It was the intensive care unit waiting room. We sat down and began the waiting process again. Little did we know, we would practically live in the waiting room for the next twelve days. A petite young woman with large red hair opened the locked doors and yelled my last name. My family began the final walk to be reunited with my brother. She explained that he could hear us, but he would not be able to respond. I glanced around the corner to try to sneak a peak of what was happening inside of his room. The bed was flat; I could hardly see my brother buried under a million blankets. I walked into the dark room, I was expecting it to be quiet, but it was anything but. The beeps from the machines and the whoosh of the ventilator that was keeping him alive. My mom rushed in and grasped my brother’s hand. My dad stood beside me in the doorway. The room had a pungent smell of rubbing alcohol and latex. I walked across the room and took a seat in a cold, wooden chair next to the small window. I looked out and studied the ground below. It was a beautiful, sunny day outside. I sat starring out the window. This chair became my...
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...Bailey CET 3010 Course Project Professor Yousef By Better Your Small Business Today Better Your Small Business Today Contents Introduction: 1 Current Business Process: 1 Patient Arrival 1 Check in Process: 1 Wait in waiting room 2 Urine Sample 2 Wait in waiting room for nurse 2 Nurse takes/records vitals on paper 2 Wait to see Doctor 2 See Doctor 2 Check Out: 2 Data Collection and Analysis: 3 Type of data collected: 3 Recommendation for collecting proper data using information technology: 3 Recommendation: 3 Digitized Form 4 Data and System Security 4 Ethical Issues: 5 Guidelines: 5 System Requirement’s: 6 System: 6 Other Requirments: 6 Conversion 7 Direct Data Entry 7 Idea: 7 References 8 introduction: I have been called to one of the Atlantic Urological Associates offices to provide recommendations for an efficient information system that will help with the following: * Minimize patient waiting time * Decrease paper work between the office and other healthcare entities * Increase quality of patient care * Optimize the billing and coding process Upon arriving at the doctor’s office I notice the waiting room is full and there is a line of people waiting to check in. Behind the desk is an overstressed receptionist who is trying to manage checking everyone in, answering the phones, and filing/completing paper work. When it is finally my turn she hands me paper work that I would have to fill out...
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...A physician client relayed this story to me: "The patient barged into my office as I was on the phone and threatened to sue me because he had been waiting four hours. I said politely that the hospital called because one of my patients was in critical condition and I have to deal with the critical ones first." Lee J. Johnson, JD When I expressed dismay, the client told me that his patients are used to such situations. Four hours? Unless the patient lives 3.5 hours away and has no cell phone, there is no excuse—in the office or in the courtroom—for making a patient wait that amount of time. The doctor in this example defended his actions by saying that medicine is a business. No business can flourish without positive word-of-mouth promotion, however, and your medical office will not realize good productivity if you are in court instead of the office. PATIENTS HATE TO WAIT In most patient satisfaction surveys related to the medical practice setting, patients' main complaint is long wait times. In one survey, patients waiting 10 or fewer minutes rated their satisfaction as "good" to "very good." Another survey concluded that punctual patients are annoyed if they have to wait 37 minutes to see the physician. If you make a patient wait a long time to see you, you are telling the patient that you do not value his or her time. The good news is that wait time is not likely to show up as the major complaint in a lawsuit. Some cases exist, however, in which plaintiff attorneys...
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...into a very long and tiresome affair. Upon arriving, you have to check in, only to wait in a very long line to put your name down. Next, comes the seemingly endless process of waiting to get your name called which often takes up to an hour on a busy day. Finally, after being taken to the examination room, there is yet another half hour wait. So, what ends up taking only about five minutes of the actual doctors time, leaves you with half the day gone. These issues of several different waiting periods are what many patients deal with and often lead to hesitation in actually making an appointment. The lackluster communications involved in this structure is what makes this a bad business to operate. Essentially, a doctor’s office is a business, and like any other business, customers are vital. However, in a fast moving society where the economy is struggling, time is money and many people do not have the luxury to sit and wait. These inefficient processes seem to slow their business down a great deal as well as the lack of profitability that could otherwise be turned into a profit. For example, a man by the name is Beatrice Vance died in the waiting room while the receptionist told him to wait for the doctor to be seen: “Beatrice Vance died of a heart attack. The coroner says waiting in the emergency room helped kill her. The...
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... In order to proof this fail point, the staff must be properly trained and machinery must be maintained and up to date, also have technicians on standby all the time. Fail points can happen during the billing process such as give the wrong change or no money change available, also if the computer can't print a hard copy receipt this can be a fail pint since some customers will require a bill to take home with them. Another fail point could be when the staff validate the ticket or during greeting customers and when it comes to buying snacks. All of these maybe avoided by training the staff properly and by having a manger to watch over them. Wait points: from the time the customer buy the ticket he will be first standing in line and the waiting point in queue can be very long if it not managed properly for example if the customers will overtake the line, therefore you need to have good trained staff who can manage the crowd...
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...| | | a. Registration | 3 | 180 | 540 | 5 | 5 | 32 | 48 | 160 | 240 | 400 | 74 % | b. Verification | 3 | 255 | 765 | 9 | 4 | 32 | 48 | 288 | 192 | 480 | 63 % | 2. Radiology Department | | | | | | | | | | | | a. X-ray imaging | 6 | 240 | 9603 | 11 | 11 | 32 | 40.8 | 352 | 448.8 | 800.8 | 83 % | b. Development of X-rat | -1 | 240 | 9604 | 7 | 7 | 32 | 40.8 | 224 | 285.6 | 509.6 | 53%8 | c. Diagnostic reading and comments | 3 | 240 | 4805 | 5 | 5 | 32 | 40.8 | 160 | 204 | 364 | 76% | 3. Hand-off X-ray to Clinic | | | | | | | | | | | | a. Collection of X-ray | 3 | 2556 | 7657 | 2 | 2 | 32 | 40.8 | 64 | 81.6 | 145.6 | 19% 9 | b. Filing/exam room prep | 1 | 255 | 255 | 2 | 2 | 32 | 48 | 64 | 96 | 160 | 63% | 4. Examination Room | | | | | | | | | | | | a. Surgeon | 1 | 255 | 255 | 7 | 4 | 32 | 14.4 | 224 | 57.6 | 281.6 | 110% | b. Resident | 1(2)2 | 255 | 255 | - | 7 | - | 33.6 | - | 235.2 | 235.2 | 92% | c. Cast technician | 1 | 255 | 255 | 17 | 13 | 8 | 7.2 | 136 | 93.6 | 229.6 | 90% | 1- It’s an automatic activity 2- There are two senior resident students, but in a current time only one of them is working. 3-4-5 The current available time (in total) for these activities is: a. = 1440; b. 1440; c. = 720. But since Paediatric Orthopaedic Clinic use these activities only 2/3 of the total time they are...
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