Case study 1 &2 – Case Study Example
Case study David Christopher and Orthopedic Surgeon Introduction The medical practice under David Christopher and Orthopedic Surgeon, in the OM4 4th Edition, tries to understand the concepts of capacity and measures, long-term and short-term capacity expansion strategies and also the logic and principles of the Theory of Constraints (TOC) (Collier and James 224).
Evaluation of medical practice of David Christopher
Dr. Christopher, illustration 10.8, assembled data as an instance of the clinics characteristic workweek. Most surgeons work for eleven hours every day and having one hour for lunch break or otherwise they are effective for ten hours continuously. All performed surgeries are from 7:00 am in the morning to 12:00 pm, every four days in a week. The surgeons see patients, after lunch between 12 pm to 1:00 pm, and they occasionally undertake part-time lectures at a near medical institution. The doctors traditionally leave ten percent every week in essence of safety capacity. This is usually for unanticipated patients with listed emergencies and surgeries patient arrivals (Collier and James 224).
The substitution as well as system times in illustration 10.8 show time allowed amid each surgery for the purpose of letting the doctors clean themselves up, have a rest, assess the next patients therapeutic record for any last-minute matters, and plan for the subsequent surgical procedure. Dr. Christopher thinks these substitution times help make certain that the eminence of their surgical procedure is improved by creating time between the operations (Collier and James 224).
The two alternatives on maximizing throughput of a patient
Pre-notification from emergency medical service (EMS) team: emergency medical service (EMS) team plays the role of notifying the bed traffic regulator about each patient coming to the emergency department by ambulance, providing details on their therapeutic history, situation, and severity of sickness.
Care plan for regular visitors with persistent pain: A multidisciplinary pain managing team, which includes including a calming care pharmacist, hospitalist, pain-managing pharmacist, the emergency department therapeutic director, as well as an emergency department manager, comes up with individualized concern plans for patients with persistent pain who often visit the emergency department.
Theory of Constraints is as well used to refer to a sequence of tools expressed as "thinking processes" and the sequence according to how they are used. In applying the theory of constraints in this medical practice by recognizing the constraints and taking it as an excellent opportunity for improvement and using the use of the five focusing steps in identifying the constraints, deciding on the exploitation, synchronize everything else to the entailed decisions and elevate the systems constraint (Collier and James 224).
Case study 2: Bank USA case study
Challenges faced by the help desk at Bank USA
The most problems associated by the Bank USA help desk includes,
Resetting the Password of the Network
Issues of not able to Mapping a Network drive
Email malfunctioning of not sending and receiving mails
Inability to synch the Outlook Calendar
Computers are not connecting to a Network
Connection of Internet is not properly working
Network Printer not connecting to the local host computer
Unable to access Bank’s database
Problems on computer booting on.
Suggested solutions on the Bank USA helps desk challenges
Answer the phone properly
Give explanation on why the bank is choosing a specific way
Read the bank notes
Write useful bank notes
Investigate previous bank cases for the unit/customer
Know when to escalate a bank case
Understand current bank policies
Know the market of the bank
Have direct lines of communications and are not overloaded with traffic.
The help desk should take ownership of bank cases
Qualitative forecasting model was and selected in the case study to forecast the short-term demands of the Bank USA This is because the data involved with the bank is based on experience, judgment, knowledge. In essence, therefore, the model is mostly preferred in the projecting the demands of the bank that were too detailed.
Collier, David A., and James R. Evans. OM4. 4th ed. Mason, Ohio: South-Western: 2013. Print.