Loading presentation...

Present Remotely

Send the link below via email or IM

Copy

Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.

DeleteCancel

Make your likes visible on Facebook?

Connect your Facebook account to Prezi and let your likes appear on your timeline.
You can change this under Settings & Account at any time.

No, thanks

United Health Services Case

No description
by

Brad Buysse

on 1 August 2013

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of United Health Services Case

Walk-In Clinic Case Study
Process Flow
Pre-Triage Wait Times
Total Wait Time: 29 mins
Total Patient Visit Time: 61.8 mins
Total Wait Time: 39 mins
Total Patient Visit Time: 68.4 mins
Triage System Wait Times
Total Wait Time: 29.9 mins
Total Patient Visit Time: 62.7 mins
Total Wait Time: 48.4 mins
Total Patient Visit Time: 67.8 mins
Hourly Capacity vs. Demand
Nurse Practitioner
Medical
Doctor
Pre-Triage System
Triage System
Triage System Process Flow
Solomon Akanki
Brad Buysse
Chris Olson
Ginny Winninger
Nurse Practitioner vs. Physician
What Impact Does a 4% Increase to Arrival Rate Have?
Waiting Time with Current Arrival Rate:
Wq = 10.994/14.3 = 0.7688 hour or 46.129 minutes

Waiting Time with 4% Arrival Rate Increase
Wq = 22.722/14.872 = 1.528 hours or 91.67 minutes

Business Exec vs. Student
Different Peak Demand Times
Health Care Plans / Desired Services
Locations

Impacts of patients requesting a specific Doctor
Other Recommendations
Nurse Practitioners spend on Avg. 1.5 times more with patients
Savings of $15.46/hour

Managing Capacity
Utilize 3 reserved Exam Rooms

Expand Nurse Practitioners ability beyond the 13 approved categories

Adjust Staffing Levels to meet Demand
Managing Demand
Call-ahead scheduling

Eliminate ability to see specific MD during Walk-In clinic hours


Managing Waiting Experience
Provide services like wi-fi

Publish expected wait times on-line and in waiting areas

Online Check-in to eliminate "in waiting room" wait times
Future State Staffing
Capacity for 10% increase in Demand
Impacts:
1) Creates a CCR for specific Doctors while others have capacity
2) Disrupts patient flow, ultimately increasing wait times

Recommendation:
Require patients who wish to see a specific Doctor schedule appointments in off-peak hours or at the regular clinic



Overview
University Heatlh Services Walk-In Clinic

Staffed by Nurse Practitioners and MDs to treat Students, Faculty, and Faculty Dependants

Patient Surveys indicate Wait Time to be an opportunity

Introduced Triage System to Address
Full transcript