ABC Medical Center, in partnership with Interfaith Healthcare Ministries, is opening a free clinic to help provide primary care
ABC Medical Center, in partnership with Interfaith Healthcare Ministries, is opening a free clinic to help provide primary care services and chronic disease management services for the uninsured and alleviate some of the strain on the hospital's emergency room. The initial proposal for the facility layout is based on a similar clinic operating in Lynchburg, Virginia. However, an operations analyst at the Roanoke Medical Center has proposed an alternative layout that is believed to provide efficiency savings over the initial proposal. While the clinic is not yet operational, deposits have already been placed with contractors to implement the initial layout. As a result, switching room the locations will cost $8,000 each, with the exception of the dental and vision care areas, which will cost $15,000 to move.
Each question 3 pages 4 references APA 7 – Separated documents
Q1
The materials manager of an ambulatory surgery center is looking to determine the appropriate order quantity and reorder points for customized surgical kits. A custom surgical kit costs $50 to order, and the annual carrying cost is 10 percent of the product cost. Annual demand for surgical kits is 3,600 and the purchase price is $200. Lead time for delivery is two weeks.
· What is the economic order quantity for surgical kits? How does this affect revenues?
· What is the length of the order cycle? Should this be adjusted?
· What is the total inventory management cost? What is the investment cost for surgical kits?
· Assuming the surgery center would like to hold fifty kits as safety stock, what is the reorder point?
Q2
A hospital has identified nonrandom variations in medical errors. These errors are directly related to patient falls.
· Draw a flow chart showing under what circumstances a patient might fall. Assume that a process improvement team has identified several causes of patient falls.
· Construct a cause-and-effect diagram showing the potential causes of falls. What conclusions can you draw from this?
· Develop a Pareto diagram to prioritize the causes of falls for planning to solve the problem. What strategies can be used to reduce patient falls?
Q3
People call a suburban hospital's health hotline at the rate of eighteen per hour on Monday mornings; this can be described by a Poisson distribution. Providing general information or channeling to other resources takes an average of three minutes per call and varies exponentially. There is one nurse agent on duty on Mondays. Determine each of the following:
· System utilization
· Average number in line
· Average time in line
· Average time in the system
· Using these figures, write an analysis describing what can be done to improve these times and how these benchmarks can be used to find a solution.
Q4
Arrivals to a solo pediatric practice follow a Poisson distribution with a mean of four patients per hour. Visit times for children depend on their condition and follow a negative exponential distribution with a mean of twenty minutes. Using Monte Carlo simulation:
a. Simulate the pediatric practice for twenty-five patients.
b. Determine the average time in queue.
c. Determine the service utilization.
d. Determine the average time in the system.
e. Based on these figures what conclusions can you draw about the facility and its ability to manage patient volume?
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