Abstract
The issue of lean staffing models in healthcare has been canvassed largely by various literature on the matter. In this matter, the principal objective is to identify a scenario that leads to the existence of health care wastage. The identification of the exact processes at the health care workplace that leads to the presence of waste may precede the creation of a strategy that may address the issue. One of the ways that the issue of wastage caused by staff members could be resolved is though facilitating the affected staff through lean staffing model strategies. Through the application of computerized clinical decision support systems, issues leading to waste such as admission and diagnostic delays will be combated. However, the implementation of these strategies will be met with several challenges that have to be overcome. Also, lean staffing models enhance the satisfaction of clinicians hence improving health care services.
Staffing Models Scenario Paper
Health care costs in the United States are higher than those in Western countries with similar or even comparatively better systems. Wasteful spending possesses several undesirable impacts that can be addressed through waste reduction strategies such as lean management. Also, efficient staffing models and work practices within health care settings may reduce the issue of wastefulness. The Leading versus Managing in Staffing and Scheduling: Concluding Thoughts scenario 2 provides the common scenarios in health care waste. Thus, using the scenario, the factors that impact efficient staffing models and work practices within health care organization in addition to the impact of lean staffing models on staffing models will be canvased.
Answers to Scenario 2
Recently, I undertook to study the process of health care services from admission, diagnostics, discharge, and even transfer of patients at my workplace. I realized that the above-mentioned processes majorly contribute to health care wastes as identified by Weberg, Mangold, Porter-O’Grady, and Malloch (2019). A lot of time (approximately 1 hour) is wasted when patients are compelled to wait in queues for admission due to inadequate personnel or poorly equipped personnel. The number of hours could go up to 5 depending on the number of patients in the queue. In addition, certain patients are delayed based on uncertainties regarding their discharge as a result of inaccuracies in their forms due to inadequately trained personnel. According to my experience, the delay could last up to 2 hours.
The above wastage reveals that a plan is required to reduce time wastage. A five-step plan will be implemented in order to share the plan’s information with team members. One of the first steps will be to ensure that everybody acknowledges the need to reduce time wastage. Secondly, I am going to make certain that all the members understand their roles in the strategy. The third phase of the strategy will be to leverage the use of powerful communication means such as email to ensure that the information is disseminated to all members of the team. Moreover, I am going to exercise transparency during the communication and reveal all the aspects of the wastage that should be targeted. Finally, a team meeting will be convened in order to deliberate on the issue and seek solutions to the same.
In order to reduce time wastage associated with admissions and diagnostics as experienced during the above event, it would be imperative to implement a digitalized clinical decision support system. Such a system will allow patients to book their appointment online before coming to visit and allowing to proper scheduling so as to avoid the jam that was witnessed. The system will also influence the diagnostics process by allowing nurses the opportunity to review patient history at the click of a button and order for necessary diagnostic tests (Grout et al., 2018). The centralization of patient data using computerized decision support system will guarantee reduction of wastage related to staff. The entire project will take 3 months to implement with the first month being about consulting with personnel concerning the system. The second month will entail the implementation phase wherein patient data will be fed into the system. Lastly, on the third month, the system will be tested, issues identified and fixed before it is rolled out.
However, the process of communicating the above to the team members will be met with challenges. During the initial stages, mistrust, conflicts and tensions, lack of interest, and low engagement from members will characterize the project. Further, poor delivery of information and the absence of long-term thinking could also plague the support that the project requires. As a consequence, communicating the challenges regardi
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