University Hospital Process Improvement Project (MGT-655) - Phase I

This project addresses the critical issue of delays in patient discharge within hospitals, which leads to backlogs in admissions and transfers. The assignment analyzes the current processes, including patient intake and discharge, ICU transfers, employee availability, and daily turnaround times. Stakeholders involved include hospital administrators, physicians, financial analysts, insurance companies, and patients. The proposed solution involves implementing a Hospital Management System (HMS), increasing staff and rooms, and ensuring regular feedback to address inefficiencies. The project timeline includes initial process meetings, procurement, project plan implementation, quality assessment, and closure. The goal is to reduce wait times for new patients and improve overall hospital efficiency. The project also emphasizes the importance of continuous engagement and monitoring of teams to sustain improvements.

Process Improvement
Project in Hospitals
Name of the Student
Name of the University

The Problem Statement
The problem arising within the hospital in the present
business processes are:
1. Intake and discharge of patients
2. Transferring of patients to ICUs (Pfoh et al., 2016)
3. Daily turn around times and employee availability

The Involved Stakeholders
The stakeholders involved with the design plan for the new project are:
 Business Head of the Hospital
 Project Manager
 Financial Analyst
 Physicians
 Insurance Companies
 Government
 Employers
 Pharmaceutical Firms
 Patients

The Proposed Solution
In order to propose a solution, initially the certain
questions would need to be discussed and analyzed:
 Are patients are proposed a certain time target?
 Are sufficient staff supported within the hospital?
 Are sufficient rooms being facilitated for patients?
 What is the average wait time for patients at ICUs?
 How often new patients are being processed?

The Proposed Solution
The proposed solution that would help in improvement of
the current state of the hospitals are:
 Installation of a HMS to manage patient records
 Increase in staff and rooms for admitting and handling
maximum patients (Almost et al., 2016)
 Increase in physicians to manage patient treatment
 Ensuring regular feedback from HMS and working over
lacking areas
 Ensuring patient discharge and reduce wait times

Timeline for the SolutionID Outline
Number
Task
Mode
Task Name Duration Start Finish Predecessors
0 0 Process Improvement
Project for Hospitals
99 days Wed 11-03-20 Mon 27-07-20
1 1 Initial Process Meetings 15 days Wed 11-03-20 Tue 31-03-20
2 1.1 Discussion over problems 4 days Wed 11-03-20 Mon 16-03-20
3 1.2 Initial meeting 6 days Tue 17-03-20 Tue 24-03-20 2
4 1.3 Discussion over resources
and costs
5 days Wed 25-03-20 Tue 31-03-20 3
5 1.4 Approval for project start 0 days Tue 31-03-20 Tue 31-03-20 4
6 2 Procurement and
stakeholder allocation
14 days Wed 01-04-20 Mon 20-04-20
7 2.1 Identification of resource
supplier
4 days Wed 01-04-20 Mon 06-04-20 5
8 2.2 Procuring of resources 3 days Tue 07-04-20 Thu 09-04-20 7
9 2.3 Checking of procured
resources
0 days Thu 09-04-20 Thu 09-04-20 8
10 2.4 Hiring of external staff
and physicians
10 days Tue 07-04-20 Mon 20-04-20 7
11 3 Implementation of Project
Plan
52 days Tue 21-04-20 Wed 01-07-20
12 3.1 Outlining an initial project
plan
15 days Tue 21-04-20 Mon 11-05-20 9,10
13 3.2 Organizing a meeting for
communication of project
plan
2 days Tue 12-05-20 Wed 13-05-20 12
14 3.3 Working over the
installation of HMS
35 days Thu 14-05-20 Wed 01-07-20 13
15 3.4 Allocating new rooms 12 days Thu 14-05-20 Fri 29-05-20 13
16 4 Quality Assessment and
approval
64 days Tue 21-04-20 Fri 17-07-20
17 4.1 Determining quality of
the HMS
10 days Thu 02-07-20 Wed 15-07-20 14
18 4.2 Providing training to staff 6 days Tue 21-04-20 Tue 28-04-20 10
19 4.3 Gaining feedbacks from
employees
2 days Thu 16-07-20 Fri 17-07-20 15,17,18
20 4.4 Approval for Project pass 0 days Fri 17-07-20 Fri 17-07-20 19
21 5 Project closure 6 days Mon 20-07-20 Mon 27-07-20
22 5.1 Documenting the project 5 days Mon 20-07-20 Fri 24-07-20 20
23 5.2 Making payments 1 day Mon 27-07-20 Mon 27-07-20 22
24 5.3 Project end 0 days Mon 27-07-20 Mon 27-07-20 23
31-03
09-04
17-07
27-07
T S W S T M F T S W S T M F T S
09 Feb '20 08 Mar '20 05 Apr '20 03 May '20 31 May '20 28 Jun '20 26 Jul '20
(Figure 1: The Timeline for the Project)
(Source: Created by author)

Timeline for the Solution
The necessary phases that are included within the
project plan are discussed as follows:
 Initial Process Meetings
 Procurement and stakeholder allocation
 Implementation of Project Plan (Zepeda, Nyaga
& Young, 2016)
 Quality Assessment and approval
 Project closure

Communication Plan
Description Frequency Method Audience Owner
Communicatio
n name
Frequency Communicati
ng method
Receiver Responsible
authority
Team meetings Weekly Meeting Hospital
Management,
Project team
Business head,
Project
Manager
Stakeholder
allocation
Once Meeting Stakeholders Project
Manager
Risk
management
reports
Daily Email
Newsletter
Project team Project
Manager
Cost estimates Daily Email
Newsletter
Hospital
Management
Financial
analyst,
Project
Manager
Project
schedule
Once Email
Newsletter
Project team Project
Manager

References
Almost, J., Wolff, A. C., Stewart‐Pyne, A., McCormick, L. G.,
Strachan, D., & D'souza, C. (2016). Managing and mitigating
conflict in healthcare teams: an integrative review. Journal of
advanced nursing, 72(7), 1490-1505.
Pfoh, E. R., Wozniak, A. W., Colantuoni, E., Dinglas, V. D.,
Mendez-Tellez, P. A., Shanholtz, C., ... & Needham, D. M. (2016).
Physical declines occurring after hospital discharge in ARDS
survivors: a 5-year longitudinal study. Intensive care
medicine, 42(10), 1557-1566.
Zepeda, E. D., Nyaga, G. N., & Young, G. J. (2016). Supply chain
risk management and hospital inventory: Effects of system
affiliation. Journal of Operations Management, 44, 30-47.

Thank You