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Assignment: Reengineering Health Care
Assignment: Reengineering Health Care
Research a health care organization or a network that spans several states within the U.S. (Example: United Healthcare, Vanguard, Banner Healthcare, etc.).
Harvard Business Review Online and Hoover’s Company Records, are useful sources. You may also find pertinent information on your organization’s webpage.
Review “Singapore Airlines Case Study.”
Prepare a 1,500-1250-word paper that focuses on the organization or network you have selected. Please include a minimum of three in-text citations. Reference used must be within 5-7 years.
Your essay should assess the readiness of the health care organization or network in addressing the health care needs of citizens in the next decade, and include a strategic plan that addresses issues pertaining to network growth, nurse staffing, resource management, and patient satisfaction. Provide a comparison to the health care organization or network and the Singapore Airlines. Include any cultural issues that may influence the practices listed above.
Prepare this assignment according to the APA guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
In today’s expensive and high-demand national healthcare systems, innovation is becoming increasingly important.
Innovative medical services, in particular, are critical for driving and stimulating public sector efficiency and sustainability.
However, there are differences of opinion regarding where to focus efforts to improve healthcare while raising awareness about the significance of resource management and lowering ever-increasing healthcare spending.
A process reengineering (PR) method is being used by many hospitals to improve efficiency.
Although the long-term consequences on organizational performance, costs, and competitiveness have yet to be established, public relations has been used worldwide.
To generate more reliable results, some writers have suggested integrating reengineering with quality management systems.
Nonetheless, process improvement experience has shown that the solution frequently does not improve the outcome of individual operations, but rather leads to a whole new work strategy.
Electronic health records (EHRs) and health information systems (HIS) have recently risen to prominence as main data sources for potential improvements in healthcare process efficiency.
Traditional analysis techniques, including as relational databases and statistical tools, have, on the other hand, failed to demonstrate their effectiveness in examining the vast influx of data gathered in EHRs.
The ability to uncover patterns in complicated and diverse data has increased thanks to new big data analysis methodology.
However, the knowledge gathered from large amounts of data is insufficient to assist hospitals in developing new ways to provide their services, therefore the effects of EHRs and HIS on care quality, efficiency, and outcomes are currently debatable.
Furthermore, despite the growing popularity of patient-centered methods at every stage of the process, there is a scarcity of data on how treatments affect patients’ health, and even less statistics on how interventions affect healthcare usage.
Process improvement techniques have been studied in the past utilizing EHR data, both in conjunction with and independently of quality improvement efforts.
The majority of studies have used a single-intervention approach (for example, modifying referral forms), however these procedural modifications virtually always fall short of expectations for improving healthcare quality.
Wait periods in terms of days and the costs connected with specialist treatments have increased as the use of specialized outpatient consult (SOC) divisions outpaces other types of healthcare provision.
Our research presents the findings of a multiyear project to boost SOC utilization and efficiency as part of a general hospital’s overall management.
Long wait times for visits following referrals, low patient satisfaction, seasonal variations in referral volume, provider availability fluctuations, and income losses were all investigated in our SOC.
Modeling low- and high-volume periods and staffing accordingly, incorporating patients’ preferences (as indicated in structured surveys), coordination with referring primary care physicians (PCPs), and expanding the use of HIS are all part of the transformation strategy presented here.
We propose tactical and operational plans as a result of this, which may increase organizational and process efficiency and effectiveness.
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