Case study on keeping patients waiting

What features of the appointment scheduling system were crucial in capturing “many grateful patients”?

Answer

Answer

The scheduling system’s capabilities, particularly those that forbade patients from being late for appointments if they were more than 10 minutes late, were essential in obtaining ”many grateful patients.“ The physician’s punctuality and willingness to clarify any emergencies to his patients are further strengths (Heizer et al., 2013). Additionally, it is clear that the physician cannot give first consideration to patients who arrive late or who did not make any prior arrangements for an appointment (Jacobs & Chase, 2014).

What procedures were followed to keep the appointment system flexible enough to accommodate the emergency cases, and yet be able to keep up with the other patients’ appointment?

Answer

The doctor developed various procedures to be followed to ensure that the appointment system was flexible to accommodate the emergencies. The procedures included making certain that he provided immediate attention to a call requesting a Caesarean section or to children with bad injuries including broken arms. If the emergency took a little of his time, then the doctor makes certain that he attended to his patients without failing any of them and also ensured that he did catch up with the time limit. However, if the process takes more time, then the assistants who are in charge give patients a choice of either making up new schedules or waiting for the doctor to attend to the emergency case at hand (Heizer et al., 2013). In most instances, the doctor has at least two assistants taking charge when he is busy attending to other patients who have been found to have emergencies. Once the doctor is through with the emergencies, he explains the cause of delay to the patient who has been waiting for him (Jacobs & Chase, 2014).

Question 3

How were the special cases such as latecomers and no-shows handled?

Answer

The latecomers and the no-shows were handled differently in the hospital. For instance, the latecomers would be given first priority if they arrived at the hospital less than 10 minutes late. However, if they are exactly 10 minutes late according to the time they had been appointed, then the receptionist is obliged to make a phone call for another appointment to be arranged. If they are not available on a phone call, and later arrive, then they are given a place in the queue that has already been made at that time. For the no-shows, they are also given a phone call and if they cannot be reached then a chart is made to show the trend of such actions. In such a case, a third-time offender can be evaluated through the chart flow and are always billed for not showing up at the right time. However, before they are billed, the offenders are made to understand that some time had been set apart for them but they failed to meet the three deadlines that had been provided. The procedure is found to be very strict but has been effective and there are no instances where the doctor has dropped his patients because of having the bill implemented (Jacobs & Chase, 2014).

Question 4

Prepare a schedule starting at 9 A.M. for the following patients of Dr. Schafer:

Johnny Appleseed, a splinter in his left thumb.

Mark Borino, a new patient

Joyce Chang, a new patient.

Amar Gavhane, 102.5 degrees (Fahrenheit) fever.

Sarah Goodsmith, an immunization.

Tonya Johnston, well-baby checkup.

JJ Lopes, a new patient.

Angel Ramirez, well-baby checkup.

Bobby Toolright, recheck on a sprained ankle.

Rebecca White, a new patient.

Doctor Schafer starts work promptly at 9 a.m. in addition, enjoys taking a 15-minute coffee break around 10:15 or 10:30 a.m.

Apply the priority rule that maximizes scheduling efficiency. Indicate whether or not you see an exception to this priority rule that might arise. Round up any times listed in the case study (e.g., if the case study stipulates 5 or 10 minutes, then assume 10 minutes for the sake of this problem).

Answer

Time

Patient’s name

Patient’s problem

9.00 a.m.

Amar Gavhane

102.5 degree (Fahrenheit) fever

9:35 a.m.

Johnny Appleseed

splinter in his left thumb

10:15 a.m.

Tea Break

10:30 a.m.

Mark Borino

A New Patient

11:00 a.m.

Joyce Chang

A New Patient

11:30 a.m.

Bobby Toolright

recheck on a sprained ankle

12:15 p.m.

Tonya Johnston

well-baby checkup

12:40 p.m.

Angel Ramirez

well-baby checkup

1:20 p.m.

Sarah Goodsmith

an immunization

2:10 p.m.

JJ Lopes

a new patient

2:40 p.m.

Rebecca White

a new patient

The other time left will cater for emergencies that might arise during the day.

References

Heizer, J., Render, B., & Munson, Ch. (2013). Operations management : Sustainability and supply chain management, student value edition (12th ed.). Pearson, UK.

Jacobs, F. R., & Chase, R. B. (2014). Operations and supply chain management (14th ed.) New York, NY : McGraw-Hill.