...Herzog Memorial Hospital Case Study Group Member: Arifa Akhter Nitol: 260532844 Daniela Campo: 260462469 ShiPeng Chen: 260526665 Zhenzhou Wu: 260496298 Zhenxuan Zhou: 260510679 Question 1 Pareto diagram of the positive comments for all ten categories Question 2 Pareto diagram of the negative comments for all ten categories Question 3 The patients’ comments support the score of HCAHPS. Out of 75 negative comments, 33 of them address the issue of noisiness while only 1 out of 17 positive comments support the statement that area around the room is quiet at night. Therefore, it is evident that the HCAHPS claim on why Herzog Memorial Hospital has low satisfaction is valid. Question 4 1. Facilities: includes all issues caused by: •Room-sharing: Unsatisfied roommates/ Noises of roommates •Design of the room 2. Noise at Night: All noise at night regardless sources of noises. 3. Air Conditioning System: includes all issues caused by uncomfortable room temperature. 4. Dirtiness: includes all issues related to dirtiness that are not caused by water. 5. Labor Issues: includes all issues caused by labor. (E.g. speak too loudly) 6. All Other Issues 7. Water Issues: issues caused by high iron content water Affinity Chart: Numbers are row numbers in Excel Question 5 Category | Frequency | Cumulative Frequency | Cumulative Percentage | Facilities | 42 | 42 | 44% | Noise at Night | 16 | 58 | 60% | Air Conditioning System | 12 | 70 | 73% | Dirtiness...
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...Columbia Memorial Hospital Case Study 1. Using the historical data as a guide (Exhibit 6.1), construct a pro forma (forecasted) profit and loss statement for the clinic's average month for all of 2010 assuming the status quo. With no change in volume (utilization), is the clinic projected to make a profit? With no change in volume of 45 patient visits per day, the clinic is not projected to make a profit. 45 patient visits per day x 30 days in a month = 1,350 visits per month x 12 month = 16,200 visits per year Using the average data given (2010) of 45 patients per day, average $130 revenue per patient, and a cost of $3.50 per patient. The Forecasted P&L Statement is shown below. Forecasted Columbia Walk in Clinic P&L Statement (For Year 2010) Total Revenues ($44.157 x 16,200) $715,356 Total Variable Costs ($3.50 x 16,200) $56,700 Total Contribution Margin ($40.657 x 16,200) $658,656 Fixed Costs $696,708 Profit $(38,052) Columbia Walk in Clinic Estimated Financial Data (For Year 2010) Number of Visits 16,200 Net Revenue $658,656 Net Revenue Per Visit $40.66 Salaries and Wages $162,504 Physician Fees $216,000 Malpractice Insurance $38,580 Travel and Education $7,224 General Insurance $10,116 Subscriptions $0 Electricity $12,924 Water $1,668 Equipment Rental $1,260 Building Lease $150,000 Other Operating Expenses $96,456 Total Operating Expenses $696,708 Net Profit...
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...Cabarrus Memorial Hospital first opened on July 26, 1937 in Concord, North Carolina. With the full support of Mr. Charles A. Cannon, the area’s largest employer, and other community leaders the hospital was open for patients. This public hospital was established to provide services to the people in Cabarrus County. Initially, the hospital consisted of 50 inpatient beds and 19 employees. Then in 1940 CMH made an addition of 100 more beds. Another addition occurred in 1951 raising the number of beds to 339. Finally, in 1982 CMS had another project to update their services and increased their bed count 457 beds. Thus, CMS has seen tremendous growth over the years. The issues now facing CMH is whether to open a new cardiovascular program...
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...One of the most significant concerns for Polk Memorial Hospital (PMH), is the staff. Although it is a strength that the management team has an average tenure of twenty years, it also presents some issues as well. First, resistance to change could be an issue. The staff has had the same CEO for twenty-seven years and has grown accustomed to a particular way of conducting business. Therefore, the staff may have trouble adjusting to new ideas that the new CEO (Jane Smith) may incorporate. In addition, since the average tenure of the staff is twenty plus years, this means that a significant portion of the staff will be retiring soon. Next, attention is necessary in regard to the growing concern of the development of a Nurses’ union. It is critical...
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...Case Study Health Services Management II Case Study The issue that is standing out with Hillcrest Memorial Hospital is the dramatic increase of employee turnover throughout the past year. According to the surveys given, there does not seem to be a problem with the pay and benefits for the employees, it is the dissatisfaction with job autonomy. Hillcrest operates under a traditional hierarchy structure which includes the more dictorial roles rather than the more participative roles of managers and employees. A traditional hierarchy is one that has relative little open communication between the different levels of employees, with those who are assigned to work within departments normally being assigned to jobs and told what to do without an ability to have input into policies and procedures (What Is a Traditional Organizational Structure, n.d., para 1). Hillcrest employees have limited freedom and are neither motivated nor empowered by managers. The managers also do not like empowering the employees because they feel they will run amok and the company will suffer. Upper management needs to start thinking seriously about motivating and empowering the employees of Hillcrest. If they do not, the business runs the risk of closure because we cannot keep employees or the right employees to run the business properly. We run the risk of poor customer service and negative impact on Hillcrest because of that poor service. Upper management needs to understand that...
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...Healthcare ; Memorial Hospital Of South Bend Case Study. 1.Are there any risks that have been ignored by the project team? Yes there are risk that might have been ignored. For the CPOE project to be fully effective and efficient, it has to fully integrate with the existing hospital information system such as the pharmacy,Laboratory and the existing electronic medical records. Lack of 24 hour ready technical support. This can be a huge risk especially considering the fact that this is a new technology and so all time ready technical support will be necessary. Unwillingness of the upper management of the hospital to spend more resources to train all the staff that is going to be using this new system. 2.What advice would you give the CIO and his team on risk management? The CIO and his team did a pretty good job in identifying the risks and the solution to these risk. Nonetheless the project team did not develop any qualitative or quantitative risk assessment. Knowing this I would best advice the CIO and his team to either develop a probability and impact of FMEA because this will be helpful for the project team and will make their work easier and more accurate. If they develop the probability and impact risk matrix then they will be able to identify which risk are likely to occur and would bring major problems to the project and then they can be able to plan how they will deal with that particular risk an all other risks that they identify according to how serious...
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...Case Study #6 MHA 634 Managerial Accounting #1 With no change in volume (utilization), is the clinic projected to make a profit? Currently the clinic sees about 45 patients per day and they have capacity to handle 85. If they continue how they are operating the clinic is looking at a loss of $3,173. At this rate the clinic will not be able to make a profit in spite of inflation over the next couple years. #2 How many additional daily visits must be generated to break even? There is an average of 1,230 visits a month, bringing in 47,037 a month in net revenue. Figure one tells us that in order to breakeven without the new marketing program the clinic will need to see 22 more patients per day, which brings it to a grand total of 67 patients that will need to be seen per day. #3 Answer the same question as in question 2, but this time assume the marketing program has been implemented. According to figure 2 in order to breakeven with the new marketing plan they would need to see 28 patients per day which is 6 more than without the marketing plan. The total of patients needing to be seen per day with this marketing plan is 73. #4 How many incremental daily visits would it take to pay for the marketing program, irrespective of overall clinic profitability? Now according to figure 3 in order for the clinic to pay for the marketing plan it would need to have 22 consecutive days in operation seeing 73 patients per day. #5 Which items in the statement were easiest to...
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...Darling v. Charleston Community Memorial Hospital set the precedent for jurisprudence regarding hospital liability at a time when there were no other established cases of hospital negligence at a corporate level. The basis of the suit claims that an athlete who was evaluated and treated for an orthopedic emergency by a non-specializing physician through the ER ultimately lost his leg due to corporate negligence. According to McWay (2016, 2010), corporate negligence “recognizes that a health care organization, such as a hospital, owes a duty directly to a patient with regard to care and treatment” (pg. 78). In this case, the hospital did not meet its duty to the patient for several reasons. The physician on call was not specialized and therefore...
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...predicts the cost of the system and the money it will save the business that is using it. The system I am going to be using is the implementation of Electronic Health Records (EHR) into small rural health care facilities. This particular one is for D.W. McMillan Memorial Hospital. D.W. McMillan Memorial Hospital is a 49 bed community hospital who are located in Brewton, Alabama. D.W. McMillan Memorial Hospital decided they wanted to take a shot at implementing HER to make their organization more modern and up to date on technology that is being used nationwide. Not only will it benefit their patients, but also the workers, and the organization as a whole. D.W. McMillan Memorial Hospital realized they needed and EHR system when they started using the bar code medication administration system. Up until the point they realized they need an automated system, they always used the traditional paper version of medical records. They used system analysis to take a look at their current paper medical records that were being used and they wanted to implement a software that would be an easy transition, with easy-to-navigate screens that “mirrored paper-based processes” (EHR implementation in a smaller hospital: A case study, 2014) This helped the health care providers to adapt to...
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...Unit 4 – Peel Memorial Hospital Case Study GB520 Strategic Human Resources Management Professor Andrew Klein May 28, 2013 Introduction Before the 1990s, government funding allowed Canadian health care facilities to provide excellent service and quality. Increasing health care costs changed government funding, requiring providers to be held accountable for more of the financially responsibility in the early 1990s. During the mid-1990s, hospitals and regional health authorities across Canada were under siege from funding restraints, mergers and forced closures. The healthcare industry focused on delivering high-quality patient care and aligning the key stakeholders to the newly created vision during this time frame. To evolve and to survive, Peel Memorial Hospital implemented the Balanced Scorecard performance management system and that is the focus of this case study. The value of and the benefits to be gained when best practices are successfully used from the corporate sector are also highlighted. History and Issues Peel Memorial Hospital in Brampton, Ontario lacked significant targets and tired Mission Statement that tried to be all things to all people (Harber, 1998). Internal surveys revealed that employees were unclear on the organization’s strategic direction and the linkage of various programs and initiatives undertaken. In 1994, Peel Memorial Hospital took on a comprehensive continuous quality improvement training program and was followed by a lot of improvement...
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...Midterm Case Study HSA 501 Management in Healthcare February 4, 2015 Assignment 2: Midterm Case Study As the Director of Health at Kaluyu Memorial Hospital, there are some things within the hospital that I observed about the inner workings of this hospital. It appears that the staff is afraid of their superiors, and there is a lack of communication on all fronts within the hospital. There seems to be a lot of animosity between the doctors and the nurses, and all of that will be. There is also an uncontrollable amount of call offs and tardiness with lack of valid reasoning. Major factors affecting motivation at Kaluyu Memorial Hospital There are many motivational problems at Kaluyu Memorial Hospital that should be so that the staff will be better motivated to do better at work. The first of these issues is the lack of effective communication between the staff and the management. The staff is terrified of the management personnel so much so that it is affecting the staff’s ability to communicate with the management at all. The staff believes that the management does not take into consideration anything that is needed to get the job done, and the management constantly yells at the staff. By treating their subordinates as though they are incompetent, the management is emasculating the staff. Also, this leads into the staff call-offs. I believe the staff is calling off because they are not respected by the authority figures here at the hospital. If the...
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...CASE #6: Attica Memorial Hospital, The Ingelson Burn Center Attica Memorial Hospital (AMH) is a non-profit acute care facility located in Norton County. The organization purchased and absorbed its competitor, Delphi Hospital in 2001, which also enabled it to acquire the reputable and well-known Ingelson Burn Center. Assumptions We assume that all financial data provided in the case are accurate, and that the Ingelson Burn Center is still known as the “Center for Excellence”. We also assume that recommendations have not already been implemented. Also, we are assuming that the current date is August 2, 2001, implying that the deadline for SCS Certification has not passed (October 31, 2001). Situation Assessment Strengths: The strengths at Attica Memorial Hospital include extensive staff training in the most current treatment protocols, not merely basic burn care. The hospital also employs a reputable practitioner named Dr. Ingelson. Interviews from fire departments support the notion that the Dr. Ingelson burn center is respected and preferred over other burn centers. Lastly, Attica Memorial hospital provides educational services to schools, insurance carriers, ED personnel, and pre-hospital personnel. This demonstrates the organization’s dedication to community outreach. Weaknesses: Some of Attica Memorial’s weaknesses include tension amongst staff regarding burn center, which causes an overall lack of support among physicians. In addition, this organization largely...
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...Memorial Health System CPOE Implementation Anthony Marshall Health System Care Information System/ HCS 483 27 October 2013 Kemuel Prince Memorial Health System CPOE Implementation Introducing a new system or a new method into an already effective system can make multiple challenges. In the area of health care information system these challenges range from unsupportive stakeholders to improve planning. Any number of challenges can lead to system implementing a new health care information system, having multiple opinions and different methods available can be an added bonus. However, or listening to these opinions or simply vetoing possible alternatives can have severe negative effects further down the road during the actual implementation process. IT Initiative Failures In the case study of Memorial Health Systems, factors such as lack of belief in implementing a Clinician provider order entry CPOE system factored into the failure of this project. Additional factors such as failure to respect the uncertainty of a project, underestimating the necessary resources or using a little resource as possible, a lack of candor, and not anticipating the possible disruptions that can be caused by implementing a new system can also lead to failure. When Memorial Health Systems began the project of implementing the CPOE system many of the physicians on staff felt that the CPOE would double his or her workload. One way to help the physicians on staff understand and believe in...
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...19 CASE The Case for Open Heart Surgery at Cabarrus Memorial Hospital Situation It was a clear, crisp October morning in Concord, North Carolina. The board of trustees of Cabarrus Memorial Hospital gathered in the windowless, walnut paneled boardroom for its monthly meet- ing (see Exhibit 19/1 for board members). Board chairman George Batte opened the meeting saying, “Because we do not have an open heart surgery program, patients needing open heart surgery or coronary angioplasty have to be transferred to another hospi- tal, causing inconvenience to the patient’s families and risks from delayed treatment. There are several questions we have to answer in addressing this issue. Should we add open heart surgery to the mix of cardiac services we offer? Does the hospital’s existing service area provide adequate patient volumes to support the program? What This case was written by Fred H. Campbell, The University of North Carolina at Charlotte, and Darise D. Caldwell, Executive Vice President and Chief Operating Officer, Northeast Medical Center. It is intended as a basis for classroom discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Used with permission from Fred Campbell. 804 Exhibit 19/1: CMH Board of Trustees Mr. George A. Batte, Jr., Chairman (Retired Manufacturing Executive) Mr. L. D. Coltrane, III, Vice Chairman (Telephone Company President) Mr. Robert L. Wall (President, Cabarrus...
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...Today many hospitals are forming integrated health systems that consist of a main hospital, outpatient services, and nursing homes. This causes challenges for hospital executives to align the organizational strategies and main principles with performance measurement and management indicators within all areas of service. The balanced scorecard (BSC) is an option for hospitals to measure not only a company’s financial performance but how the company is satisfying its customers and employees. The BSC is designed to manage strategy not tactics (Kocakulah 2007). As of the year 2000, only about 70 of the country’s 6,000 hospitals were using the BSC method. Part of the reason for lag in adoption is hospitals have always used nonfinancial statistics and believed that they were using measures similar to a BSC already. Unfortunately, this is not the case in terms of effectiveness ( ). How to implement an effective BSC is the most important question. The single most critical condition in implementing a BSC is the involvement and ownership of the executive team. The approach is usually top-down. A top level BSC is created for the board of trustees, and then is cascaded down the organization to the department level. This is done with a team-based collaborative approach that consists of an “organizational change expert” as the leader (Kacakulah 2007). This “organizational change expert” should be the head of human resources. A HR manager is best suited for this role in many ways...
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