Please see the attached case study; The four questions listed at the end of the case study need to be answered from the case.
The Arnold Palmer Hospital (APH) in Orlando, FL is one of the busiest and most respected hospitals for the medical treatment of children and women in the United States Since its opening on golfing legend Arnold Palmer's birthday September 10, 1989, more than 1.5 million children and women have passed through its doors. It is the fourth busiest labor and delivery hospital in the United States and the largest neonatal intensive care unit in the Southeast, and APH ranks fifth out of 5,000 hospitals nationwide in patient satisfaction.
"Part of the reason for APH's success," says Executive Director Kathy Swanson, " is the our continuous improvement process. Our goal is 100% patient satisfaction. But getting there means constantly examing and reexaming everything we do, from patient flow, to cleanliness, to layout spaces, to colors on the walls, to speed of medication delivery from pharmacy to patient. Continuous improvements is a huge and never ending task.".
One of the tools the process flow chart. Staffer Diane Bowles, who carries the "Clinical Practice Improvement Consultant" charts scores of processes. Bowles's flowcharts help study ways to improve the turnaround of a vacated room (especially important in a hospital that has operated at 130% of capacity for years), speed up the admission process, and deliver warm meals warm.
Lately, APH has been examining the flow of maternity patients (and their paperwork) from the moment they enter the hospital until they are discharged, hopefully with their healthy baby a day or two later. The flow of maternity patients follows these steps:
1. Enter APH's Labor and Delivery check-in desk entrance.
2. If the baby is born en route or if birth is imminent, the mother and baby are taken by elevator and registered and admitted directly at bedside. They are then taken to a Labor and Delivery Triage room on the 8th floor for an exam. If there are no complications, the mother and baby go to step 6.
3. If the baby is not yet born, the front desk asks if the mother is preregistered. (Most do preregister at the 28-30 week pregnancy mark). If she is not, she goes to the registration office on the first floor.
4. The pregnant woman is taken to Labor and Delivery Triage on the 8th floor for assessment. If she is ready to deliver, she is taken to a Labor and Delivery (L&D) room on the 2nd floor until the baby is born. If she not ready, she goes to step 5.
5. Pregnant women not ready to deliver (ie., no contractions or false alarm) are either sent home to return on a later date and reenter the system at that time, or if contractions are not yet close enough, they are sent to walk around the hospital grounds (to encourage progress) and the return to Labor and Delivery triage at a prescribed time.
6. When they baby is born, if there are no complications, after 2 hours the mother and baby are transferred to a "mother-baby care unit" room on floors 3, 4, or 5 for an average of 40-44 hours.
7. If there are complications with the mother, she goes to an operation room and/or intensive care unit. From there, she goes back to a mother-baby care room upon stabilization-or is discharged at another time if not stabilized. Complications for the baby result in a stay in the Neonatal Intensive Care Unit (NIUC) before transfer to the baby nursery near the mother's room. If the baby cannot be stabilized for discharge with the mother, the baby is discharged later.
8. Mother and/or baby, when ready, are discharged and taken by wheelchair to the discharge exit for pickup to travel home.
1. As Diane's new assistant, you need to flowchart this process. Explain how the process might be improved once you have completed the chart.
2. If a mother is scheduled for a Caesarean-section birth (ie. The baby is removed from the womb surgically), how would this flowchart change?
3. If all the mothers were electronically (or manually) preregistered, how would the flowchart change? Redraw the chart to show your changes.
4. Describe in detail a process that hospital could analyze, besides the ones mentioned in this case.
The response addresses the queries posted in 411 words with references.
//Before writing about the flow of maternity patients at Arnold Palmer Hospital, we have to understand the market performance, services and facilities provided by the hospital. Then, we will discuss about the flow chart for improving the health practices and apply the new flowchart. We will also discuss about the changes in the flowchart due to the scheduling of 'Caesarean-section birth'. //
Flow of Maternity patients
For the medical treatment of children and women in United States, the Arnold Palmer Hospital (APH) is one of the most engaged and respected hospitals. After its opening, about 1.5 million children and women have passed through the hospital and have relieved successfully. In United States, it is the fourth busiest labor and delivery hospital and in the Southeast, the largest neonatal intensive care unit.
1. The flowchart given and designed by Diane is perfect. The chart explains the process of how the hospital began its procedure. Being the Diane's new assistant, the improvement that can be made in the chart is that it can be made more precise. The chart can be presented in small point which explains the process and flow of maternity patients. The flowchart can be classified into the mothers having ...
This response addresses the queries posed in 411 Words, APA References.