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Paediatric Orthopaedic Clinic at the Childrens Hospital of Western Ontario Case Solution

Solution Id Length Case Author Case Publisher
2888 2201 Words (10 Pages) Robert Klassen, Kellie Leitch, Manpreet Hora Ivey Publishing : 908D01
This solution includes: A Word File A Word File

When it comes to service delivery and patient satisfaction, waiting times are of the utmost importance, making capacity and process analysis a major problem for paediatric orthopaedic clinics in the area. Dr. Kellie wants to do an examination of the capacities and procedures people go through from the time they arrive at the front desk to the time they leave satisfied with the care they receive. Healthcare performance would be enhanced by the evaluation of patient flow diagrams, wait times, performance indicators, viability sources, and economic costs to better accommodate both routine and emergency situations. Dr. Kellie works to improve healthcare quality by decreasing patient wait times in hospitals and other medical facilities. In the past few decades, quality management has emerged as a major challenge for healthcare organisations. Quality has come to be more widely considered because of legal mandates, customer input, and administrative initiatives inside clinics. As a result, the government is no longer the primary provider of human services.

Following questions are answered in this case study solution

  1. What is the issue faced by the Paediatric Orthopaedic Clinic at the Children's Hospital of Western Ontario?

  2. Draw a Patient Flow Diagram incorporating activities and waits from entering to exiting the clinic.

  3. Wait times in healthcare are gaining attention in the business press. What elements of the article “psychology of waiting lines” are applicable in this case?

  4. Calculate the process performance metrics: activity utilization at every step in the process? Bottleneck?

  5. What may be the different sources of variability that can affect wait times and capacity at the clinic? How can this variability be controlled?

  6. What is the economic cost of wait times in this case?

Case Analysis for Paediatric Orthopaedic Clinic at the Childrens Hospital of Western Ontario Case Solution

1. What is the issue faced by the Paediatric Orthopaedic Clinic at the Children's Hospital of Western Ontario?

Today, more than ever, people's physical and mental well-being—and hence their ability to contribute to society and the economy—depend on health care services. There have been recent developments in the healthcare industry that have made it more difficult for many organisations throughout the world to provide the services their consumers and patients need. Dr. Kellie Leitch is working to reduce patient wait times at the paediatric orthopaedic clinic at Children's Hospital of Western Ontario and is providing advice to both the clinic's client and other hospitals in the area to do so.

Because it heightens certain psychological impacts and also influences the socio-economic demographic schedule of a person to carry out, time plays a significant part in the health sector of patients, including children and their parents or supervision. The length of time it takes for a patient to get care at a paediatric orthopaedic clinic depends on a number of different clinical and medical processes. These include everything from a patient's arrival at the clinic's front desk until the moment they depart, including everything from registration to document verification.

Dr. Kellie Leitch is set on improving the clinic by reducing the amount of time patients have to wait to be seen by a doctor. Dr. Kellie is committed to improving hospital efficiency in three key areas: human resource management, hospital administration, and financial planning; patient feedback and suggestions; and regional and national productivity. With the use of patient surveys, Dr. Kellie can identify wait-time issues and improve the quality of care she provides to her patients. Thus, other hospitals in the county operating under CHWO might adopt them as a model to improve patient care and operational efficiency.

3. Wait times in healthcare are gaining attention in the business press. What elements of the article “Psychology of waiting lines” are applicable in this case?

Front Desk: registration and verification of documents

The receptionists at the management desks are the first to greet patients upon their arrival. Initial patient appointments are scheduled once verification of patient documentation, including insurance health cards and referral paperwork, is received. Once it is the patient's time to be seen, he or she will be called from the waiting room. Except in life-or-death situations, patients in clinics and hospitals are seen on a "first come, first serve" basis. Two or three nurses now review the papers of new and returning patients, while a third nurse verifies the documents referred from the physicians' notes to direct patients to their appointments or to the radiology department for X-ray examinations. Dr. Kellie has observed that the waiting times for new and returning patients differ at the facility, as the former is more likely to be directed to have an X-ray examination, which may take some time, while the latter has previously had such an examination. In order for doctors to assess a patient's development, they need to take fresh X-rays at regular intervals after seeing the previous ones. As a result, they take longer than regular patient visits to the clinic.

Radiology Department

The patient checks in at the radiology department's front desk, where she or he submits the internal referral paperwork and waits in line. Specifics, such as whether an upper or lower extremity X-ray is needed, are highlighted in the corresponding form papers. The technicians in charge of operating the X-ray equipment make the necessary adjustments so that it can perform the specific sort of X-ray examination requested by the doctor. Here, patients wait to be summoned by the X-ray technician.

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