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Healthcare Operations Assignment Help,Case Study On PATA

HEALTHCARE OPERATIONS

Case Study On PATA(Pre-Admission Testing Area)

BACKGROUND

The Pre-Admission Testing Area (PATA) is an out-patients clinic in Massachusetts General Hospital that is responsible for taking care of surgical patients pre-operatively to ensure that patients complete their work-ups prior to actual clinical procedures.  PATA serves as an excellent facility for providing as an add-on service to the out-patients, exhibiting great management of the mass in a highly systematical manner.                              

However in spite of all the services with amicable environment and workforce, PATA could not take care of overcrowding of the clinic. This often led to discomfort to the patients in the sense that they had to wait for hours in the waiting areas, sometimes even without getting a chance to undergo the surgery or for that matter even get a chance to attend the appointment that they were supposed to be having with the medical practitioners. The conditions were more of the disappointment to the patients who had to travel for hours to reach to the hospital. Sometimes surgical patients had to fast for hours prior to operation and in such cases, cancellation or postponing of a procedure sure left negative impressions on the clinic as well as the hospital. Besides, lack of clear guidelines was often a reason for sick patient to be not sent to PATA, while young and healthier patients were scheduled. Not only patients, the providers of the PATA were equally troubled as well. They often, in fact routinely, had to provide extra services of 1-2 hours additionally to their scheduled duty hours.                      &nb ........

complete their work-ups prior to actual clinical procedures.  PATA serves as an excellent facility for providing as an add-on service to the out-patients, exhibiting great management of the mass in a highly systematical manner.                              

However in spite of all the services with amicable environment and workforce, PATA could not take care of overcrowding of the clinic. This often led to discomfort to the patients in the sense that they had to wait for hours in the waiting areas, sometimes even without getting a chance to undergo the surgery or for that matter even get a chance to attend the appointment that they were supposed to be having with the medical practitioners. The conditions were more of the disappointment to the patients who had to travel for hours to reach to the hospital. Sometimes surgical patients had to fast for hours prior to operation and in such cases, cancellation or postponing of a procedure sure left negative impressions on the clinic as well as the hospital. Besides, lack of clear guidelines was often a reason for sick patient to be not sent to PATA, while young and healthier patients were scheduled. Not only patients, the providers of the PATA were equally troubled as well. They often, in fact routinely, had to provide extra services of 1-2 hours additionally to their scheduled duty hours.                                                                        

The inefficiencies in spite of having resources and work force could be explained by naming some factors. These factors include under-utilization of capacity of the clinical areas, extended waiting times resulting as of delayed procedures or rescheduled discharge of previous patients. These factors often led to duplication of pre-operative procedures that caused wasting of resources as well as further delaying the process and causing sustenance of the crowd.

 REPORT AND ANALYSIS

The major problem is that healthcare providers have to face is to manage efficient patient flow. The physical considerations of the building plant thus become important factor to ensure minimum space wastage along with other resources.

Approaching the health care with right intervention, synchronized with right provider and information causes minimum waste and in such cases even less staff and less space can provide better health care services. Hence using contemporary capacity and flow management principles alone increases capacity and access for next patient.

The patient flow can be managed by creating an identical system PATA just near the existing PATA. This would divide the mass into half while sustaining the good services the clinic provides. Also, it would avoid the estimated chaos that can be followed pursuing any other approach. However this requires additional resources and assets.

The patient flow can be taken care of by rescheduling the time that the clinic hours follow. Ensuring three people every 30min instead of four people will reduce the number of patients per hour resulting in overall less delay. Avoiding the delay per patient will save time.

The problems and limitations themselves provide opportunities to sort them out, if taken into manageable consideration and smartly addressing the resource. For instance, the major delaying occurs due to less resources and more demand. Taking opportunities in those less resources and accommodating time as per availability will help to evaluate the more serious and emergency cases while giving second priority it the comparatively healthier.

If we look at the data in the study, we see that the average length of visit is about 2 hours while 3 and 4 hours visits are no less to be ignored. These visits should be managed to accommodate the deserving patients. 

Similarly, the Patient rescheduling of add-ons without prior schedule seems to an average of over 3 in against of 54 in just 3 weeks. 

Also, the total time for wait between one and other medical exam is considerable to cause the delaying

These are the areas where one can find opportunity to promote patient flow.

The space should be flexible with the resources and structure system fully adaptable to the environment, work force and the patients. More organized the place is, more flexible and manageable system becomes. Efficiency and quality of the system relies majorly on the smart planning and focused designed contributing to the overall patient handling.

CONCLUSION

PATA serves as a case for appreciating and analyzing the importance of maintaining a balance between capacity and demand. The crowding and mis-management of available resources could be taken care of, by following the approach of ‘patient flow’. As a given service prove to be worthy, the demand increases. In a scenario like that, the resources gets limited and thus managing those resources to produce maximum output has to follow necessary planning and execution. Failing of which not only causes rising of cost of care and shortages of work force but also decrease in revenues. Many hospitals limits in technology and informatics along with limited industrials engineering which gives negative response to the forecasted needs of the patients.

Whenever such inefficiencies occur, minimum wastage of resources and work force has to ensure. Time management plays essential role in such cases of patient flow. Overtime does not prove to be a smart idea, it may account for more making hours but inefficient and upset service providers.

This calls for either more capacity or fewer patients per day. But increasing the numbers of patients requires more resources. Therefore, the best and efficient way is to maximize the utilization of the current resources.

The following Case study is a great example to understand how to enhance the efficiency of the system without creating chaos. PATA is not really as simple a model as presented in the Case. The real significance of PATA model relies on how a relatively very small clinic had its impacts on a bigger system MGH and the entire pre-operative case system of the hospital.

REFERENCE

Hall, R. Patient Flow: Reducing Delay in Healthcare Delivery. Springer’s International series. 45-78