Healthcare Operation Analysis and Improvement: Greater Matonga Report

This report analyzes the operational procedures of Greater Matonga Hospital, focusing on the Emergency Department, Outpatient Specialist Clinics, Polyclinic, and referral processes. The analysis, based on internal investigation data, identifies key discrepancies including inadequate staffing, poor communication systems, lack of operational integrity, and the absence of long-term planning. The report delves into these issues, offering specific solutions to enhance the efficiency and accuracy of healthcare service delivery. Problems addressed include employee shortages leading to increased processing times and reduced business performance, weak follow-up systems resulting in missed appointments, poor communication between clinics and inpatient wards causing delays, and the lack of planning for an increasing patient population. The solutions proposed include appropriate recruitment, training, and development programs, communication equipment installation, and the implementation of project management and business planning strategies. The report emphasizes the importance of patient satisfaction and organizational profitability, concluding that the proposed improvements can significantly enhance operational effectiveness.

Running head: HEALTHCARE OPERATION
Healthcare Operation
Name of the Student
Name of the University
Author note

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Executive Summary
In this report the working procedure of Greater Matonga Hospital with the Emergency
Department, Outpatient Specialist Clinics, Polyclinic or referral from other primary care
clinics are analysed to increase the efficiency and accuracy of the existing healthcare service
providing procedure. As per the internal investigation data, inadequate employees, poor
communication, lack of operational integrity and missing future planning are the major areas
of discrepancies. In this report the problems and appropriate solutions will be identified with
supportive evidence and application plan.

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Table of Content
Introduction:...............................................................................................................................3
Issues and solutions:...................................................................................................................3
Problem 1:..............................................................................................................................3
Solution:.................................................................................................................................4
Problem 2:..............................................................................................................................4
Solution:.................................................................................................................................5
Problem 3:..............................................................................................................................6
Solution:.................................................................................................................................6
Problem 4:..............................................................................................................................7
Solution:.................................................................................................................................8
Conclusion:................................................................................................................................8
Reference:................................................................................................................................10

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Introduction:
Operational administration is an essential part for any healthcare organisation that
maintains the flow of the work process as well as the efficiency of the current module of
executable procedure while reaching the target level of successful treatment providing
(Bhattacharjee and Ray 2014). In this report the working procedure of Greater Matonga
Hospital with the Emergency Department, Outpatient Specialist Clinics, Polyclinic or referral
from other primary care clinics are analysed to increase the efficiency and accuracy of the
existing healthcare service providing procedure. As per the internal investigation data,
inadequate employees, poor communication, lack of operational integrity and missing future
planning are the major areas of discrepancies. In the following section the problems and
solutions will be identified consequently. The purpose of this paper is to present a report to
Executive Director discussing the present dilemmas and their most suitable solution
regarding the operational processes of Outpatient Specialist Clinics and the Polyclinic.
Issues and solutions:
Problem 1:
Lack of employees in the policlinics has been identified as one of the major weak
points of Greater Matonga healthcare and clinical care facility. The policlinics does not have
adequate count to complete enrolment of the patients if they are visiting the first time. It
increases the total amount of processing time and also delays the healthcare service providing
operation. These policlinics also have lack of general practitioners for initial checkups for the
patients if they are visiting the first time. It is also increasing the overall referral time for
further diagnosis process under the specialists (Hall et al. 2013). In any case, of urgency the
patient requires to weight excessive amount of time to make a successful visit to general

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practitioners. As e result it reducing the operational efficiency and consequently incising the
fatal health issues of service dilemma. Apart from that, it has to be considered that Greater
Matonga is not a non-profitable organisation. Therefore, recognition and consumer
satisfaction are the major concerns (Wang et al. 2014). The lack of employee counts in
polyclinic also decreases the business performance and profitability of the organisation as
well.
Solution:
Appropriate selection and recruitment would be the essential solution of this dilemma.
In order to implement the solution the management of the Greater Matonga should execute
appropriate selection procedure of the candidates depending on the expertise and experience.
Effective communication with labour market is another major concern the recruitment
procedure (Gupta 2013). Targeting the local labour market for policlinic staff selection is
essential that can ensure the cultural and social competence of the workers as well. Apart
from that, appropriate selection procedure of the medical candidates depending on the clinical
expertise and experience of the general practitioner is essential. For this Greater Matonga
should make effective communication with nearest medical universities, clinical training
schools and other organisation.
Problem 2:
Weak follow-up system with the Outpatient Specialist Clinics has been identified as
one of the major weak points of Greater Matonga healthcare and clinical care facility. The
policlinics does not have adequate process and organised operation structure for the staffs
that results with many patients missing appointments. It decreases the total amount of patient

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count and also delays the healthcare service providing operation. These policlinics also have
lack of follow-up system sequential checkups for the exisitng patients if they are visiting the
more than once. It is also increasing the overall referral time for Outpatient Specialist Clinics.
In any case, of urgency the patient requires to repeated visit and procedural checkups to make
a secure recovery process (Reynolds et al. 2012). As a result of inadequate follow-up the
operational efficiency and consequently it decreasing while increasing the mortality and
fatality rate within the patients. Apart from that, it has to be considered that Greater Matonga
is not a non-profitable organisation. Therefore, recognition and consumer satisfaction are the
major concerns. The lack of employee counts in polyclinic also decreases the business
performance and profitability of the organisation as well.
Solution:
Appropriate training and development process would be the essential solution of this
dilemma. In order to implement the solution the management of the Greater Matonga should
execute appropriate on-job and even event base training and development procedure of the
employees depending on the potentiality of the employees. Effective communication with all
the staffs who are liable for follow-up process is another major concern of the process
incorporation (Hall 2015). Targeting the particular group of staffs who are able to deliver a
follow-up management and information handling system is essential to ensure the
communication with patients as well as to keep a consistent monitoring and system update.
Apart from that, appropriate selection procedure of the communication purpose depending on
the expertise and experience of the candidates has to be done. For this changes, Greater
Matonga should make effective communication with internal staffs with effective change
management plan for a healthcare service providing system (Lakshmi and Iyer 2013).

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Problem 3:
Poor communication system between the clinics and the inpatient wards has been
identified as one of the major weak points of Greater Matonga healthcare and clinical care
facility. The policlinics does not have adequate communication system and operational
equipment integrity for the clinics and the inpatient wards. It increases the total amount of
time and delays work flow if any patient were to be booked for elective surgery or acute
medical admission the healthcare service (Devaraj, Ow and Kohli 2013). These policlinics
does not have internal communication system through land line or mobile devices that can
maintain successfull communication amongst deferent departments. It is also increasing the
overall referral time for the surgical cases or any acute medical admission on emergency
basis. In any case, of urgency the patient requires long weighting time for availability
information and admission approval. As a result of inadequate follow-up the operational
efficiency and consequently it decreasing Apart from that, it has to be considered that Greater
Matonga is not a non-profitable organisation. Therefore, recognition and consumer
satisfaction are the major concerns. The lack of communication system amongst different
departments and wards also decreases the business performance and profitability of the
organisation as well.
Solution:
Appropriate installation process of communication equipments like landlines and
mobile devices would be the essential solution of this dilemma. In order to implement the
solution the management of the Greater Matonga should execute appropriate on-job training
and development procedure for the general staffs depending on the operating department of
the employees. Effective communication with all the staffs that are liable for receiving and
forewarning the information successfully is another major concern of the process

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incorporation (Saghafian, Austin and Traub 2015). Maintaining appropriate maintenance and
repairing of the communication technologies is essential to ensure the communication within
independent departments with consistent monitoring and system update about the service
availability and contingency plan. Apart from that, for making this changes, Greater Matonga
should implement effective change management procedure within the internal staffs
complying with all healthcare service providing systems.
Problem 4:
With the increasing number of population and the environmental pollution the
frequency of health issues within the communities is increasing. Apart from that the
population is also increasing along with the changing economic and social situation (Hulshof
et al. 2013). Therefore, Greater Matonga is experiencing a continuous increment of patient
count in the policlinics from the locality. Due to absence of any planning for growing number
of patient the policlinics as well as the core Greater Matonga hospital has become unable to
provide adequate healthcare service to all the potential service receivers or patients. Apart
from that, inadequate planning for a growing number of random arrival of patient has been
identified as one of the major weak points of Greater Matonga healthcare and clinical care
facility. The policlinics does not have adequate facilities to provide emergency and clinical
support to the excess amount of patients that is resulting the low service quality, lack of admit
space and delayed work flow if any patient were to be booked for elective surgery or acute
medical admission randomly. Along with that, it has to be considered that Greater Matonga is
not a non-profitable organisation. Therefore, recognition and consumer satisfaction are the
major concerns. The lack of future plan and further improvement system amongst different
departments and wards to provide adequate services to increasing number of randomly

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arrived patients decreases the business performance and profitability of the organisation as
well.
Solution:
Appropriate project management and improvement plan with appropriate stakeholder
involvement and communication would be the essential solution of this dilemma. In order to
implement the solution the management of the Greater Matonga should execute step by stape
activities including the procurement and improvement process of the overall system while
increasing the ability to handle larger amount of patient in emergency, surgical and any other
departments with high quality of healthcare services and medical as well as clinical support.
Effective communication with all the stakeholder and the management board regarding the
current assets, ability of investment, availability of suppliers are another major concern of the
process improvement (McHugh et al. 2012). Maintaining appropriate coordination and
reporting to the information interchange officials regarding the system update can ensure the
flawless infrastructure building with appropriate system integration. Apart from that, for
making these changes, Greater Matonga should implement effective business plan
management and development procedure considering all the business compliance within the
workforce structure, operational system and financial planning.
Conclusion:
From the above discussion it can be concluded that, operational administration is an
essential part for any healthcare organisation that maintains the flow of the work process as
well as the efficiency of the current module of executable procedure while reaching the target

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level of successful treatment providing. It has to be considered that Greater Matonga is not a
non-profitable organisation. Therefore, recognition and consumer satisfaction are the major
concerns. The lack of employee counts, weak follow-up system with the Outpatient Specialist
Clinics, Poor communication system between the clinics and the inpatient wards, absence of
any planning for growing number of patients are decreasing the business performance and
profitability of the organisation. Appropriate selection procedure of the staffs and medical
candidates depending on the clinical expertise and experience of the general practitioner is
essential. It can be concluded that, appropriate training and development process, installation
process of communication equipments like landlines and mobile devices, Appropriate project
management and improvement plan with appropriate stakeholder involvement and
communication can change the current problematic station in different part of the
organisational operation.

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Reference:
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healthcare delivery processes in hospitals: A review and reflections. Computers & Industrial
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Devaraj, S., Ow, T.T. and Kohli, R., 2013. Examining the impact of information technology
and patient flow on healthcare performance: A Theory of Swift and Even Flow (TSEF)
perspective. Journal of Operations Management, 31(4), pp.181-192.
Gupta, D., 2013. Queueing models for healthcare operations. In Handbook of Healthcare
Operations Management (pp. 19-44). Springer, New York, NY.
Hall, C., 2015. ROYAL ACADEMY OF MEDICINE IN IRELAND. Irish Journal of
Medical Science, 185, p.12.
Hall, R., Belson, D., Murali, P. and Dessouky, M., 2013. Modeling patient flows through the
health care system. In Patient Flow (pp. 3-42). Springer, Boston, MA.
Hulshof, P.J., Boucherie, R.J., Hans, E.W. and Hurink, J.L., 2013. Tactical resource
allocation and elective patient admission planning in care processes. Health care
management science, 16(2), pp.152-166.
Lakshmi, C. and Iyer, S.A., 2013. Application of queueing theory in health care: A literature
review. Operations research for health care, 2(1-2), pp.25-39.
McHugh, M., VanDyke, K., McClelland, M. and Moss, D., 2012. Improving patient flow and
reducing emergency department crowding: a guide for hospitals.
Reynolds, J., Zeng, Z., Li, J. and Chiang, S.Y., 2012. Design and analysis of a health care
clinic for homeless people using simulations. International journal of health care quality
assurance, 23(6), pp.607-620.

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Saghafian, S., Austin, G. and Traub, S.J., 2015. Operations research/management
contributions to emergency department patient flow optimization: Review and research
prospects. IIE Transactions on Healthcare Systems Engineering, 5(2), pp.101-123.
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