Introduction
Values stream mappings is a tool that is key in the set of fundamental techniques and principles of lean healthcare. The concepts of value streams come from the LEAN approach or managements. It analyzes what is happening at the moment and goes on designing futures states for the process that focuses on how an organization value is created and is delivered to the patient. Generally, it acts as a roadmap of patient treatment. Despite a detailed in the structural manual that goes beyond the scope of the commentary, essential practices are often encouraged to use the fundamental principles that are key in the development of the values stream mappings and the training that they can offer. The report is basing on the situation in which there is a necessity to reflect you as a team member who is in charge of managing the emergency department procedures in a public hospital (Doğan et al., 2016).
The emergency department had received a reaction from the patents in which they had recommended that the waiting time should be reduced. Healthcare has many data-rich opportunities which can be used to improve cycle times, customer satisfaction scores, wait times, capacity/throughput, and inventory. The working of the entire department can be observed from the value map of the hospital, which is in charge of the provision of information and material of the flow of the hospital (Henrique et al., 2016). System Archetypes are, therefore, the conventional ways of evaluating the organization. These Archetypes are useful in providing the outlook at the behavior that arises and relates these systems to the essential structural structure.
Identification and analysis of the System Archetypes that may impede
Performance
A system archetype is a simple term that is often-discussed to show the course of actions in the system or the plain performance pattern that the system displays for its operations. To understand the archetypes for a system that assists the system thinkers to properly evaluate the behavior and course of the order (Doğan et al., 2016). Models are based on heuristics. Archetypes are sometimes acting as a hindrance to the system workflow. First, shifting the burden- the present system workflow tools moving burden, for instance, the changing of patients. This is likely to impede the performance of the system, for example, we have 15 patients received at the same time then 14 of these 15 patients will have to pause for their chance at each waiting area of the system before being booked to the ER room, or before getting examined by the nurse or the doctor in charge. Therefore, in the order, the burden should not be moved to the next level similar to this, it should be spread among different levels. There are also other types of System Archetypes, which are generally measured to form the set of tools and which shows designs of performance in the system (Doğan et al., 2016). These include limits of growth, attractiveness principles, fixes that fail, escalation, eroding goals, and accidental adversaries. The procedures that should be involved in the Value Stream Map to make the patient turnover decrease comprise choosing the family that will be represented in the map, VSM symbols, steps that bare essential in making the map. Information flow, timeline calculation, and data processing and interpretation.
Analysis of the Current State Value Stream Map
In the present state value map stream model, there is the ease of use of lengthy processes where the patients are tested for their viral statistics and medical history before the examination. Nurses inspect the patients, and then the examination reports are booked to the laboratory for additional analysis. The patient turnaround is therefore extended as it waits for the patients who can worsen their health, they get displeased with the entire progress of treatment, and this will ultimately be displeasing for the patients (Jimmerson, 2017). By identifying all of the steps, one can start to map the whole process out, moving from left to right. Once it has been mapped out the entire system, an ideal future state map can be created, and possibly a series of future states in between. These can identify areas for improvement, and once implemented, they can become the “new” current state map as part of an iterative quality improvement process.
Recommended new State Value Stream Map
If the nurse or the doctor first examines the patient, there will be a lengthy process involved where the patient is checked by the nurse and the doctor independently. The patient is comprehensively treated and directed to the examination laboratory for extra examination. The report will, therefore, be in 24 hours, which will make the process simple and faster in proves that the patient’s treatment is not on the waiting list (Chadha et al., 2012). The proper use of technological services will help in decreasing the time and cost of the services and finally dropping the patient turnaround time. Besides, the model will help the healthcare practitioner reduce of eliminated the errors, which are often related to the recording of the patient’s data and in the way, improve the overall outcome of the treatment within the facility. If duly adopted, the cost of treatment will also go down tremendously through the use of this model.
Intended and unintended consequences
The new model is likely to bring several positive as well as negative effects, which can be controlled by taking positive measures. According to Henrique et al., 2016, patients who have diabetes or cancer have to go through the chain of procedures for their treatment, where ordinary individuals do not have to go over. Therefore, the patient turnaround problem rises, especially after the participation of the advanced technological equipment. The hospital should, accordingly, suggest further medical actions than usual practice strategies. It is also detected that the systematic practice guidelines that are in place do not lessen patient turnaround time, and there is a likelihood of unintended consequences (Shou et al., 2017). The contribution of the new practice is necessary for reducing the turnaround time and unintended consequences.
This model might be very crucial in the overall improvements in the outcome of the care provided; however, at the initial stages of its implementation, it might have the challenge of operation due to the lack of proper understanding by the different stakeholders involved. Besides, it might have a more significant financial implication among its users and the facility at larger. The significant consequence of the value stream mapping is based on the overall success of the patient’s care based on speed. Due to the level of efficiency that is brought about by the value stream mapping, the patients within the facilities are more likely to spend a considerably lesser amount of time for treatment. The treatment begins with GP states and needs in the discharge stage. The value stream mapping is designed to take care of all the different needs of the patients and outline the procedure of any treatment make is more uncomplicated. The model illustrates an active value development for patient treatment and is based on the actual proceedings of customer service delivery.
Conclusions
The study has shown that the procedure must be involved in getting spare patients’ turnaround time. The system archetypes have been initially clarified to furnish the application of the value stream model to harmonize the actions of the hospital (Chadha et al., 2012). The first model was a lengthy process which increases the waiting time of the patients. Then the reverse model has been clarified by which it has been signified that the use of advanced technology services and the use of ADE in decreasing the time of the patient turnaround time. The patient turnaround time as a result of the value stream map is clearly illustrated. The value stream also makes it simpler for individual patients to clearly understanding the procedure involved in the actual treatment method. The efficiency of the patient’s treatment largely depends on this element of treatment (Chadha et al., 2012).
Recommendations
When looking at the areas that need improvements, it is often essential to pay more considerable attention to the fundamental changes that need to increase the flow of patients through the facility processes. Continuous flow is often an idea and moves patients through the system with or having them moving them waiting. However, the constant current is not in any way possible, so instead, other key and necessary changes much are instituted to have the flow better. These could be based on the FIFO first in first out technique. Also, there is a need to look at the first time which will be key in decipher of the pace of the demands of the customers. In this case, taking time can be viewed as numbers if patients are treated within a given time. The comparison will, in this way, be made automatically (Funck, 2012).
One completed. I do recommend that the current ad the future states maps one can compare the two, qualify improvement opportunities, and look at how it is possible to make such changes that are needed. In this case, the needs of the customers are often taken into consideration. Recommendation actions to advance the archetype system of a hospital emergency room for healthier customer experience are; the medical registers should be kept together to decrease the patient turnaround time. Eradicate equalities in handling patients can advance the hospital in a sustainable process and develop in the socio-economic status (Funck, 2012). The nurses and physicians should have adequate decision-making abilities while managing emergencies, as patients express many concerns about the percentage increase in their illnesses due to poor decision-making skills during emergencies.
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