Quinte Mir

The immediate yield is that Benton-Cooper aesculapian checkup Centres magnetic resonance imaging clinic has been fitted for 6 workweeks and not perform to postulateations and to the promises do by their new magnetic resonance imaging provider, Quinte magnetic resonance imaging. With referrals to the clinic, doctors expect to receive magnetic resonance imaging transcription reports at heart two days and the stream substitute exceeds 14 days. As a extend at that place is a loss of affected role referrals from doctors indoors the infirmary and surrounding participation which means a loss of r fifty-fiftyue enhancement for BCMC. Quinte magnetic resonance imaging must determine what is cause the bindinglog and how to fix it.Secondary IssuesA plunk forary issue in the clinic is that the MR engineer is putting in a lot of over measure even though the maximum number of tolerant roles apiece week is not world met. Quinte magnetic resonance imaging personnel need to stop wind and test the interaction betwixt the talent, the address full stop and the bottle fuck and provide a upshot and action plan keep going to the CEO, Dr. Syed Haider within 2 days. Environmental and Root Causes Quinte magnetic resonance imaging, an world-wide service provider specializing in medical diagnostic technologies signed an agreement in February 2002 with Benton-Cooper Medical Centre (BCMC) for the eruptsourcing of their magnetic resonance imaging services.BCMC believed that they could competed successfully if they had a third magnetic resonance imaging mold as they anticipated continued increase in this atomic number 18a by 15% with doctors referrals from the hospital and surrounding areas. BCMC to a fault believed that they could generate sufficient tax and promotional support through advertisements with local print and radio move to be able to suffer their own fixed MR system and be recognized as a top rated hospital for the area. Quinte magneti c resonance imaging promised the avenue for BCMC to be able to accomplish these goals through its service reliability and access to diagnostic equipment 24 seconds a day, 7 days a week at a reasonable address.However, these expectations are not cosmos met and David Wright has gone to the MR Technologist, Jeff Sinclair to examine and analyze what was causing the backlog (bottleneck) in the operation. Jeff indicated that let on-of-pocket to poor communication among the hospital and the clinic, mis comports were being made ascribable to a manual lick for record information. tolerants were being booked at awry(p) epoch, cancelling or not showing up, unseasonable tests were being requested or recorded, and long-sufferings were not being screened properly for an MRI glance.An sagacity was being done when the enduring came into the clinic. A patient preparation transit has not been implemented in the new facility, whereas the anterior MRI provider scheduled every las t(predicate) appointments. Jeff felt that wasted term was being spent on delivering sees to the radiologist after(prenominal) each patient. Jeff also accounted for the fact that during May, the clinic use a Siemens unit, which took nigh time to get used to, however, now that the GE machine was in place (Jeff was sooner trained on this machine), things were improving.David next examined the bout time on for a 30 minute turn. The table below shows the circulating(prenominal) cycle time of the patient, the MR Technologist and the MRI machine. 15 proceeding was dedicated to patient preparation for an MRI while further 27. 5 minutes was spent in the attractive force board. 42. 5 minutes was being spent on a 30 minute mathematical function. This was where the bottleneck was in the process. Staying with this current process and resources, the maximum subject matter of this process can only be 8 procedures if every last(predicate) other inputs into this process ran swimmingly (i. . no cancellations). Exhibit 1 patient role Check in until entrance into attractor Room Minutes MR Technologist escorted the patient to the Magnet Room (asks questions to determine if all health risks/conflicts and if every patient has some(prenominal) admixture components internally or on clothing) 59Patient 42. 5 minutesMR Technologist 42. 5 minutes Changing Room for patients wearing metal on their clothing (25% of patients)Magnet Room Patient Orientation and paperwork verification 127. 5 billet of Coil 4 MRI cream time found on a 30 minute scheduled MRI scan)16. 5MRI Machine 16. 5 minutes entropy Entry (happened during scan)1 Printing MRI Scans (average 8 sheets at 45 seconds each)6 Patient back to reception Escort the Patient back to Front Desk 26 Changing Room 4 Monica Zimmerman, radiology department coach-and-four was pressuring Quinte MRI to hire other MR engine driver to lighten Jeffs workload and advance the process flow. David needed to review the cost of hiring an additional person to make the process flow better.He knew that the 1. Tesla MRI machine rated capacity was 2 patients per hour, however the actual scans in a day, would be based on the type of scan required. David used the 30 minute and the 1 hour procedure to determine what the potential spend per day was and what the annual spend would be. Note that any lost appointments resulted in a $700. 00 per scan loss, however this also could be a $700. 00 increase for unscheduled (walk-in) appointments. By flavor at the potential projected income, hiring another person was a possibility.Exhibit 2 meter Min/Hour performed$ scan suppliesper scan Daily RevenueBCMC chargeDaily tax revenue BCMC chargeAnnual Revenue25% Tax $Income 3016145$700 $ 11,200$2,320$8,880$2,800,000$700,000$2,100,000 18145$700 $ 5,600$1,160$4,440$1,400,000$350,000$1,050,000 selections and Options Criteria 1. subjoin the process flow, machine capacity and potpourri the position of the bottleneck 2. Incr ease revenue 3. Repair birth and reputation with BCMC Alternative 1 (Strategic) Quinte MRI has found out that the manual process for taking appointments is creating some(prenominal) errors.If the system was computerized MRI test requirements could be input into the system and throughput could be maximised based on MRI procedure time required in order to maximize time slot available. Quinte MRI also realized that the MRI Technologist was performing administrative tasks that could be assigned to an assistant. By removing these tasks from the applied scientist, more time availability would wrick available for scheduling additional MRI tests. In order to process patients faster, a form could be developed that specifies what the patient must do earlier to reaching at the MRI Clinic.Another form could be developed for when that patient arrives at the clinic that asks questions regarding health risks and indicating what restriction would pr type a patient from having an MRI. The ass istant could take the patient all the way through the process until the Magnet room at which point the MR railroad engineer would take over. There are indispensable requirements that the MR locomotive engineer must do prior to completion of the scan, but the collection of the MRI scans and delivery of them back to the radiologist could be done by the assistant that is escorting the patient from the Magnet room.If we assume that most of the MRI scans are a half an hour, than patients could be scheduled every half hour in order to maximize both(prenominal) the capacity of the machine and the capacity of the technologist. Pros By implementing the computer, on that point is more accuracy being collected for appointments and test requirements. By hiring the MR assistance, there is increased flow capacity because the technologist renounce for handle only the MRI scans and not the administration task that were forward being done him.This takes the bottleneck out of the administrativ e task and aligns it to the maximum capacity of the machine thereby increasing revenue which provides the ability to hire the assistant. This would create reliability with the clinic again so that doctors exit air their referrals to the clinic. Cons A second MR technologist will not be hired and when it comes time for vacation of illness, there will be no one to step into the technologist position and ensure continuous flow.Quinte MRI would need to hire from a makeshift agency in order to occupy their requirement which means addition dollars will be spend. Alternative 2 (Tactical) Quinte MRI could hire a second MRI Technologist to perform MRI scans change times with the first MRI Technologist to increase the flow and capacity of the process. This would take onward the backlog and doctors could send their referrals to the clinic with a sense of reliability that the clinic will get it turnaround within 2 days. ProsThis would allow Quinte MRI to always have a back up in the event that one of the technologists is on vacation and / or ill. The increase revenue being generated due to increased MRI procedures could pay for the second MR Technologist. Cons Based on the current practices, hiring a second technologist would alleviate some of the workload, however given that no perspiration has been made to correct the communication issues between the hospital/patient and the booking department, there is a strong possibility, that patients will stable continue to be booked at the wrong time, cancel or equitable not show up.Without a procedure to hand how patients are dealt with from checking to magnet room, bulk could still be turn away due to health reasons, clothing that is not appropriate for scanning purposes. Recommendation The good word is to take Alternative 2 as it addresses all of the criteria by increasing the process flow, machine capacity and changes the bottle neck to the maximum machine capacity. It increases revenue and repairs the relationship and reputation with BCMC.