Question

1. List the five primary dimensions of timely access.
2. List external forces identified in the environmental scan of a SWOT analysis.
3. In chapter 2, as you read the Bradley Park Hospital story, consider question #2.4: Why do you think that by addressing quality issues, you can positively impact the financial situation at BPH? Why is Mike Chambers not attacking the other competitive priorities?
4. Explain the principles of Lean.
5. In chapter 6, as you read the Bradley Park Hospital story, consider question #6.3: Why would people resist improvements?

Case Study:

BRADLEY PARK HOSPITAL 2.4

“Let’s get down to business,” Mike Chambers stated at the quarterly meeting of the board. “Bradley Park could be in trouble if we don’t start to do things differently. Since coming to Bradley Park, the management team has analyzed our business based on the four competitive priorities—cost, quality, timeliness, and flexibility. We want to excel in all of these areas, but we are currently not doing well in any.

“In addition, we just got the details of how the government is going to start paying us for quality and value. The private insurers are following suit. We analyzed our patient satisfaction and quality measurements and if we don’t improve, and improve quickly, our revenue will be cut by millions of dollars. We can’t handle that!”

TABLE 2.2 – Strategic Dashboard for Operations

Measures FY Jan Feb FYTD Actual Mar Apr May Jun Jul Target QUALITY Mortality index 1.07 1.32 01.02 1.12 00 0.95 4.5 1.21 3.9 Patient satisfaction 3.5 - 3.7 0.95 | 3.5 140 0.87 3.6 138 1.12 3.2 138 7.00 3.1 140 3.2 142 141 135 140 Hospital-acquired conditions per 1,000 discharges 148 149 150 11.4% <11% All-cause, 30-day readmission rate 1.4% 11% COST 18,123 18,000 18,290 18,380 18,140 18,090 18,059 18,000 17,900 Cost per adjusted patient/ day ($) Productivity index (%) Occupancy rate (%) Supply cost per adjusted patient day ($) 90 68 97 - 85 | 2500 87 72 | 2821 88 67 | 2721 90 - 68 | 2528 92 62 | 2562 95 69 | 2762 89 73 | 2621 90 72 | 2508 2646 Inventory turns 3.4 6 3 33 3 DELIVERY 3.8 3.9 Average length of stay (ALOS)—inpatient Extended stay of more than 5 days 113 113 85 105 107 10 115 15 131 2 3.6 108 16 3.9 100 15 3.11 123 15 Extended stay of more than 20 days FLEXIBILITY Crosstrained nuses (%) 14.3 20 10 10 10 15 15 20 20 78 76 75 77 77 78 80 Bed turnover rate admit/discharge/transfer percentage (%) 2-hour discharge rate (%) 34 75 30 34 4 0 36 28 32 37 RED FLAG! Needs improvement. FYTD, fiscal year to date.

The board members were quiet as they looked over the spreadsheet that had been handed out. Finally, John McManus, a long-time board member and community leader, spoke up. “This is concerning. Mike, I thought we were doing well financially and taking good care of our patients. What is going on?”

“John, the world is changing. Healthcare costs too much, and consumers are demanding more convenience. Patients now have a choice as to where they can go, and Madison Hospital, down the road, has a billboard touting their quality. We are starting to lose patients and doctors. Bradley Park Hospital is stuck in an old model where the focus is on our convenience, not the patient’s. When our revenues are dependent on patient satisfaction and quality measures, we won’t be in business if things don’t change. That is the reason I am scheduling a board retreat to talk about healthcare quality.”

Joanne Frank, a new board member, spoke up. “Mike, I certainly don’t want to be argumentative, but don’t you think we need to focus on our finances, and not quality? I know quality is important, but as I read this spreadsheet, you need money first. And what does the board know about quality?”

“Joanne, if we can improve our quality, I know that that our revenue will improve,” Mike responded. “In this environment, the reverse won’t work. And I need the board to hold us all accountable for improving our quality. Our hospital needs the institutional will to execute big changes. I need to have us all on the same page and I need you to support our initiatives. Some physicians or community members may not like some of the changes we make. We may need you to help run interference for me!”

Questions they were referring to:

2.What are the external forces that impact a healthcare business unit? Explain how they help shape a business strategy.

4.What are an organization’s functional areas?

Answer 1

2. One of the most mainstream techniques used to play out a natural output is the PESTEL examination. This model is an outer factor assessment network that centers around six circles of information:

(P)olitical: The degree to which a government may impact the economy and in this manner sway associations inside a specific industry. This incorporates government strategy, political security, and exchange and assessment arrangement.

(E)conomic: How monetary conditions move market interest to straightforwardly influence an organization. This incorporates monetary development or decay, and changes in intrigue and swelling rates.

(S)ocial: Changes in the socio cultural market condition that represent client needs and needs. This incorporates rising patterns, populace examination, and socio economics.

(T)echnological: How advancement and improvement develop a market or industry. This incorporates mechanization, innovation mindfulness and selection rates, and new administrations or items.

(E)nvironmental: The biological and natural angles that influence an organization's activities or customer request. This incorporates access to inexhaustible assets, climate or atmosphere changes, and corporate duty activities.

(L)egal: The current legitimate remittances or necessities inside nations or regions wherein an association works. This incorporates well being and security necessities, work laws, and shopper insurance laws.

It's suggested that associations lead ecological scans on a semi-yearly or yearly premise. This recurrence guarantees you remain current on outer components that can affect your organization in both positive and negative ways. It is especially significant for little and medium-sized organizations that don't have the brand or income of bigger enterprises and might be increasingly defenseless to the impact of outer components.

Founding a successful strategy for recognizing outer factors and finishing natural sweeps is an important exercise. It can enable your association to make the most of chances before your rivals do, address dangers before they become noteworthy issues, and adjust key intends to satisfy changing needs in the commercial center.

4.  Organizations frequently split their work into various divisions or practical zones. Every one of these useful territories will have explicit assignments to finish. The principle practical zones are:

marketing or promoting one's brand and products

HR or human resources constituting the employees or workers

tasks or operations

fund or finance.