3. Calculate the average wait and time in service for patients with appointments (new and returning) and for those seeking a prescription refill.

4. What are your recommendations for improvement

Case: Managing Patient Wait Times at a Family Clinic lookave a job assisting the Medical Director at a family. The anerage wait time at secunty is 10 minute. while the Medcal Clinic in New York City. The Medical Dirctioe averaee processing time is 2 minutes. The anteard at the e; the clinic and would like to improne operations. The the patient a colored card with a number on if - cither thening are facts about the climic rod or yellow. Red cards are recerved for paticnts without PhtlentFlowThroughtheClinicArterthepatienthasseenthedoctom,thepaticntSicp.S-Coardinalorizullom-up An average of 120 patients have appointasents at the groes fo m coordinator. The paifent waits 25 minutes to be clinic each day. An additional 30 pafients come for pre- called by a coordinafor who wchedules further laboratory scripion refills cach day. lests, ger relerrale 60 specualists, and makes followitup When patients arrive, they all inus fint pass through (Jellow carth) continue oalio the pharmacy following Step. 6-Pharmacy wait for the results to be faxed or called in before secing the If the patient needs a prescription, the wait is 13min. paticnt. This happens 60 to 70 percent of the time, causing utes before the pharmacy calls them to process the pre- a 10-minute delay per patient. These challenges often lead scription, with an average of 11 minutes spent filling to inefficient use of the provider's time. the prescription. Esch pharmacy technician works inde- After secing a patient, the physician will either have the pendently and fills the prescription after consulting the patient wait in the waiting room to see the coordinator of pharmacist. In general, patient satisfaction with the quality of medi- or nursing procedures. Rarely. if no follow-up of presconp in gencral, patient satisfaction with the quality of medi-_or nursing procedures. Rarely. if no follow-up or presenp- cal services at VFC remains high, but there are still comWaints each day about the waiting times for these services. Physicians gencrally are extremely commitied to Wirectly lead to loss income during the hours spent waiting. The Physicians' Workflow The registration desk has no communication link to the physicians' area of cher form of coordination; so clerks macy customers, and another for the regular and may check in three patients in a row for one team, bot new patients. assigned to teams regardless of who is busiest that day. 2. Calculate the capacity and utilization of each resource (people, rooms) and identify botlenecks. Once a patient is in an exam room, the chart is placed in 3. Calculate the average wait and time in service for a rack for the physician to review prior to secing the patient. If key lab report or X-ray results are missing, the physician patients with appointments (new and returning) must call for medical records of call outside facilities and 4. What are your recommendations for improvement? Case: Managing Patient Wait Times at a Family Clinic lookave a job assisting the Medical Director at a family. The anerage wait time at secunty is 10 minute. while the Medcal Clinic in New York City. The Medical Dirctioe averaee processing time is 2 minutes. The anteard at the e; the clinic and would like to improne operations. The the patient a colored card with a number on if - cither thening are facts about the climic rod or yellow. Red cards are recerved for paticnts without PhtlentFlowThroughtheClinicArterthepatienthasseenthedoctom,thepaticntSicp.S-Coardinalorizullom-up An average of 120 patients have appointasents at the groes fo m coordinator. The paifent waits 25 minutes to be clinic each day. An additional 30 pafients come for pre- called by a coordinafor who wchedules further laboratory scripion refills cach day. lests, ger relerrale 60 specualists, and makes followitup When patients arrive, they all inus fint pass through (Jellow carth) continue oalio the pharmacy following Step. 6-Pharmacy wait for the results to be faxed or called in before secing the If the patient needs a prescription, the wait is 13min. paticnt. This happens 60 to 70 percent of the time, causing utes before the pharmacy calls them to process the pre- a 10-minute delay per patient. These challenges often lead scription, with an average of 11 minutes spent filling to inefficient use of the provider's time. the prescription. Esch pharmacy technician works inde- After secing a patient, the physician will either have the pendently and fills the prescription after consulting the patient wait in the waiting room to see the coordinator of pharmacist. In general, patient satisfaction with the quality of medi- or nursing procedures. Rarely. if no follow-up of presconp in gencral, patient satisfaction with the quality of medi-_or nursing procedures. Rarely. if no follow-up or presenp- cal services at VFC remains high, but there are still comWaints each day about the waiting times for these services. Physicians gencrally are extremely commitied to Wirectly lead to loss income during the hours spent waiting. The Physicians' Workflow The registration desk has no communication link to the physicians' area of cher form of coordination; so clerks macy customers, and another for the regular and may check in three patients in a row for one team, bot new patients. assigned to teams regardless of who is busiest that day. 2. Calculate the capacity and utilization of each resource (people, rooms) and identify botlenecks. Once a patient is in an exam room, the chart is placed in 3. Calculate the average wait and time in service for a rack for the physician to review prior to secing the patient. If key lab report or X-ray results are missing, the physician patients with appointments (new and returning) must call for medical records of call outside facilities and 4. What are your recommendations for improvement