Table of Context

Title Page Page 1
Table of Context Page 2
Executive Summery Page 3
Problems Page 4
Solutions Page 5-6
Conclusion Page 7
Appendix A Page 8

Executive Summery
Dear Dr. Haider, as per your request, I have completed a case study and have come up with the following findings:
As it stands right now, the MRI Center at Brenton-Cooper Medical Center (BCMC) in New York is facing a 2-week wait time after only being in business for 6 weeks and Doctors are upset about not being delivered the service they were promised. First, let me start with stating the current situation. There are several issues; with scheduling, patient screening, reminder calls and with MRI downtime while the MR Technologist is busy sorting scans, making runs to the Radiologist and spending time with patient transfers or having to send people away due to medical reasons. Because of these issues, the average scan over the past 6 weeks took 67.8min. Retraining the scheduling staff and implementing a computer booking system will address some issues faced, but it doesn't account for the extra resources needed to eliminate the backlog and doesn't address the issues we'll be facing once the demand for the clinic is growing. My recommendation is, in addition to the training, to also hire an Assistant MR Technician to assist the Technologist. As a result, you'll see an increased scan rate from 67.8min/scan to 30.5min/scan and increase the daily average of 6.6 scans to 14.8 and eliminating the current 2 week wait time within 4 days. With a current demand of 10.1 scans/day, that will still leave a buffer of 4.7 daily scan. The annual revenue based on current conditions will increase from $1,150,000.00 to 1,767,500.00 with a potential annual revenue of $2,590,000.00. A gain of $1,440,000.00 annually while only adding additional labour of $24,000.00.
Problems
The MRI Department at the Brenton-Cooper Medical Center (BCMC) New York is experiencing a 2 week waiting list after only being open for 6 weeks. The MRI System is capable for averaging approx. 2 scan per hour. Over the past 6 weeks and a total of 29 working days, there were 250 scan completed in 284 hours, averaging 1.13 scans/hour and 32 patients rejected. Clearly, this is less than half of what the GE MRI System was designed for.
I have identified the following issues:
• The scheduling department is taking appointments for MRI patients when previously the MRI Department handles the bookings.
• The scheduling department uses paper and pen for scheduling.
• Patients screening is conducted by the Technologist and not by the scheduling department.
• Patients are not being reminded about their appointments, resulting in no shows or last minute cancellation.
• Scan are being handed over to the radiologist in groups rather than on a per patients basis.
• The Technologist has to transport patients between the waiting area and MRI room.
• Handles various administrative duties.
• Patients are being sent home due to medical reasons (improper screening)

Solutions
As it stands now, the average scheduled time, taking into consideration that 25% of the patients require contrast scans and need to change, is 46.5 minutes and 9 minutes per scan respectfully. However, only 25.5 minutes is actually spent inside the tube, plus additional min consultation and coil setup of 4 minutes, for a total of 30.5 minutes of actual tech time. Rather than wasting the techs valuable time with administrative duties, radiologist runs, and patients transfers, tasks that can easy be done by an assistant, the techs time is better suited for uninterrupted MRI time.
Here are some recommendations to address the issues that cause the 2 week and growing wait time:
• The scheduling department needs retraining with regards to scheduling and screening.
• Bookings need to be done on an electronic format.
• Appointment reminder calls need to be implemented in order to avoid no shows or last minute cancellations.
• The customers need to be reminded about not wearing any jewelleries and cloth containing metal.
• Patients need to be pre-screened by the scheduling desk to avoid having to send them home.
• Hire a MR Technologist Assistant @$10.-/hr plus benefits to allow for an uninterrupted utilization of the MRI System and have him or her be responsible for the following:
i) Take images to the Radiologist on a case by case to allow for a steady stream in order to maximise lead and cycle time. ii) Guide Patients from the waiting room to the MRI room and the change room if necessary, and ask screening question to ensure they qualify to undergo the exam. iii) Escort patients back to the waiting room, with a stop at the change room if necessary. iv) Other administrative duties.

Conclusion
The reputation of the of the MRI Center at the Brenton-Cooper Medical Center (BCMC) is on shaken grounds, as it the name QUINTE MRI. Quinte MRI has made a promise to the Physicians at the BCMC and only after 6 weeks in operation is having difficulty delivering on such promise. It is imperative that the MRI Center is getting back on track and eliminate backlog, improve on wait times at the clinic and to address the lack of communication between the scheduling department and the patients. Addressing the issues in this report and hiring an Assistant for MR Technologist will not rapidly eliminate any backlog, it will also ensure long lasting success to the Clinic and Quinte MRI.