Need help with the points 5th, 6th and 7th please.

Case Study #1 Report Outline: 1. Introduction - 100 Words 2. Construct a Pareto diagram for the causes of dissatisfaction. What conclusions do you reach? (100 words) 3. Select the top three sources of patient dissatisfaction and propose cause-and-effect diagrams for the possible reasons behind them. (100 words) 4. Propose some process improvements to the flowcharts in Figure 9.28 and develop redesigned processes along with new flowcharts. 5. How will your suggestions address the sources of dissatisfaction in Table 9.6? (100 words) 6. After discussing the packing problem, the team eventually decided that box building was a problem. A packer would select a flattened box that is about the right size, build it, and place the parts inside. Many times the box is too small or too large and a new box had to be built. Unused boxes often gets damaged, creates clutter and is often discarded at the end of the day. "What breakthrough technology could be implemented to reduce patient wait time for calls to be answered? (150 words) 7. Explain in detail how you would use DMAIC methodology and lean tools to improve the patient wait time when they register after arriving at the clinic, (300 words) 8. Conclusion (100 words) Case Study - JANSON MEDICAL CLINIC The Janson Medical Clinic recently conducted a patient satisfaction survey of 100 patients. Using a scale of 1-5, with 1 being "very dissatisfied" and 5 being very satisfied," the clinic compiled a check sheet for responses that were either 1 or 2, indicating dissatisfaction with the performance attributes. This check sheet is shown in Table 9.6. Doctors have extremely busy schedules. They have surgeries to perform, and many are teaching faculty at the local medical school. Many surgeries are emergencies or take longer than expected, resulting in delays in getting back to the clinic. In the clinic, one or two telephone receptionists answer calls for three different departments, which include 20 or more doctors. Their job is basically to schedule appointments, provide directions, and transfer calls to the proper secretaries, which generally requires putting the patient on hold. Often, the receptionist must take a handwritten message and personally deliver it to the secretary because the secretary's phone line is busy. However, the receptionist cannot leave her desk without someone else to cover the phones. A student intern examined the processes for answering phone calls and registering patients. The flowcharts she developed are shown in Figures 9.28 and 9.29. 2 TABLE 9.6 Check Sheet of Dissatisfied Responses Making an Appointment Ease of getting through on the phone-10 Friendliness of the telephone receptionist-5 Convenience of office hours-7 Ease of getting a convenient appointment-12 Check-in/check-out Courtesy and helpfulness of the receptionist-7 Amount of time to register-1 Length of wait to see a physician-13 Comfort of registration waiting area-4 Care and Treatment Respect shown by nurses/assistants- Responsiveness to phone calls related to care-5 How well the physician listened-3 Respect shown by the physician-2 Confidence in the physician's ability-1 Explanation of medical condition and treatment-2 FIGURE 9.28 Current Process for Answering Phone Calls Caliis recevo Operator answers call ble Pabiantis on hod Calle transferred by operator Secret ansers call Answering machine pats pation on hold Mossagai taken by operator Messages delivered to cretary Cal is roured Cal is not returned EGURE 9.29 Current Patient Registration Process 2 FIGURE 9.29 Current Patient Registration Process Patientinin Two copies are made at and that Receptionistofers to valcate poring Encounter for signed Receptionist ind proper encounter om Copay is obtained HAM Receptionist determinen med One copy of nurance card is stepid to carbon copy al signaturo page and placed in a Encounter tomis placed in a basket Ore copy of surance card is placed with oncounter tom Encounter to Palients is f.. . Receptionist gegerunte Receptionist puts formation into compor Nurserne atard gets encounter form and patient Secretary is given that and encounter som Setary put updated Deper in chart Case Study #1 Report Outline: 1. Introduction - 100 Words 2. Construct a Pareto diagram for the causes of dissatisfaction. What conclusions do you reach? (100 words) 3. Select the top three sources of patient dissatisfaction and propose cause-and-effect diagrams for the possible reasons behind them. (100 words) 4. Propose some process improvements to the flowcharts in Figure 9.28 and develop redesigned processes along with new flowcharts. 5. How will your suggestions address the sources of dissatisfaction in Table 9.6? (100 words) 6. After discussing the packing problem, the team eventually decided that box building was a problem. A packer would select a flattened box that is about the right size, build it, and place the parts inside. Many times the box is too small or too large and a new box had to be built. Unused boxes often gets damaged, creates clutter and is often discarded at the end of the day. "What breakthrough technology could be implemented to reduce patient wait time for calls to be answered? (150 words) 7. Explain in detail how you would use DMAIC methodology and lean tools to improve the patient wait time when they register after arriving at the clinic, (300 words) 8. Conclusion (100 words) Case Study - JANSON MEDICAL CLINIC The Janson Medical Clinic recently conducted a patient satisfaction survey of 100 patients. Using a scale of 1-5, with 1 being "very dissatisfied" and 5 being very satisfied," the clinic compiled a check sheet for responses that were either 1 or 2, indicating dissatisfaction with the performance attributes. This check sheet is shown in Table 9.6. Doctors have extremely busy schedules. They have surgeries to perform, and many are teaching faculty at the local medical school. Many surgeries are emergencies or take longer than expected, resulting in delays in getting back to the clinic. In the clinic, one or two telephone receptionists answer calls for three different departments, which include 20 or more doctors. Their job is basically to schedule appointments, provide directions, and transfer calls to the proper secretaries, which generally requires putting the patient on hold. Often, the receptionist must take a handwritten message and personally deliver it to the secretary because the secretary's phone line is busy. However, the receptionist cannot leave her desk without someone else to cover the phones. A student intern examined the processes for answering phone calls and registering patients. The flowcharts she developed are shown in Figures 9.28 and 9.29. 2 TABLE 9.6 Check Sheet of Dissatisfied Responses Making an Appointment Ease of getting through on the phone-10 Friendliness of the telephone receptionist-5 Convenience of office hours-7 Ease of getting a convenient appointment-12 Check-in/check-out Courtesy and helpfulness of the receptionist-7 Amount of time to register-1 Length of wait to see a physician-13 Comfort of registration waiting area-4 Care and Treatment Respect shown by nurses/assistants- Responsiveness to phone calls related to care-5 How well the physician listened-3 Respect shown by the physician-2 Confidence in the physician's ability-1 Explanation of medical condition and treatment-2 FIGURE 9.28 Current Process for Answering Phone Calls Caliis recevo Operator answers call ble Pabiantis on hod Calle transferred by operator Secret ansers call Answering machine pats pation on hold Mossagai taken by operator Messages delivered to cretary Cal is roured Cal is not returned EGURE 9.29 Current Patient Registration Process 2 FIGURE 9.29 Current Patient Registration Process Patientinin Two copies are made at and that Receptionistofers to valcate poring Encounter for signed Receptionist ind proper encounter om Copay is obtained HAM Receptionist determinen med One copy of nurance card is stepid to carbon copy al signaturo page and placed in a Encounter tomis placed in a basket Ore copy of surance card is placed with oncounter tom Encounter to Palients is f.. . Receptionist gegerunte Receptionist puts formation into compor Nurserne atard gets encounter form and patient Secretary is given that and encounter som Setary put updated Deper in chart