The Case of the Belated Herzing
Performance data
Figure 1: Number of tests over the standard turnaround time
Figure 2: Percentage of Total over the standard turnaround time
Conclusions
From the above data, it is paramount to conclude that after 3622 tests, only 589 were over the standard for turnaround time. The physicians complained about the average turnaround time. The turnaround time for blood tests is very slow. In this instance, most of the samples taken took a long time over the standard turnaround time required to process the samples. Of the total tests taken, 3622, 589 took time over the total standard turnaround time. This shows that about 16% of the total performance tests take over the standard turnaround time. In an institution that runs more than 3000 tests in a single day, this sort of delay could be exhaustive and catastrophic (Howanitz et al., 1993)—often leading to complaints from the nurses and the physicians.
In this instant, there is enough information to establish a baseline. From the above chart, it is evident that the urgent tests were more in the number of tests that exceeded the standard turnaround time. This points to a key issue that should be examined. However, this is a challenging and daunting affair since the data contained here shows that urgent tests have the highest number of tests over the standard turnaround time. However, considering that urgent tests have a higher number than the STATS, it would be improbable to determine which tests provide a clog. However, there is not enough data to determine the causes and effects. This is because there is a lack of information on how this data affects the system of tests. There are also many assumptions to be made regarding the tests. More data needs to be collected to ensure that all other factors are kept constant (Hawkins, 2007).
List
- Number of staff
- Number of testing machines
- Any delays in electricity