Massachusetts General Hospital’s Pre-Admission Testing Area (Pata) Harvard Case
Introduction
Massachusetts general hospital was found in the year 1811, Boston. It is one of the largest hospital in the country. It is one of the oldest healthcare center founded in United States. The organization has approximately 23000 employee base having 907 capacity of bed for patients. The hospital comes under the five largest healthcare sectors across the nation. Due to its extraordinary services, people from all over the country travel to get treatment from the hospital.(McCarty,2012)
The perioperative clinical division of the hospital principally incorporates pre-operative, intra-operative and post-operative care and recovery. Despite of the extra ordinary performance of the hospital, the accomplishments were restricted by the issues created by PATA (Pre-admission testing area). The mission of the PATA was quiet simple. It was entrusted to conduct the assessment to pre-decide how a specific patient will answer anesthetics during medical procedure. It is essential to realize that the patient is strong enough to go through the issuance of sedatives. This was the basic role of the PATA. However, the onset of PATA provided the different issues and challenges for the facility and organization.
Problem statement
The case highlights the issues related to the PATA. Despite of the extra ordinary performance of the hospital, the accomplishments were restricted by the issues created by PATA (Pre-admission testing area). Notwithstanding, the obligation of the PATA facility will in general be related with the completion of work-ups for full scale patients representing around 43% of all the surgical patients in the center.
Problem and data analysis
Bottleneck
The limit of PATA was to see around 65% of the patients. This prompted a critical expansion in the patients care and security. Also, the assessed time for the PATA interaction was around 2.5 hours, which had been stretched out to 4 hours. Around 90 minutes of the 4 hours were subjected out for the physical interaction and face time. This was fundamentally because of an expanded heap ups of the patients.
One of the issues incorporates the disappointment of the clinical specialists and enlisted nurses, due to the lengthy work hours. In this way, the clinical exercises were managed by the enrolled attendants and clinical specialists, which resulted in the dividing of proprietorship among various divisions. Essentially, insufficient incomes were being created due to the less medical procedures. Moreover, the productivity loss has been seen due to the delays in the operating room. This loss has been shown up around 57000 minute’s productivity loss annually. This creates the productivity issues in the organization followed by the less and insufficient resources.
Hence, the overall flaw in the PATA methodology is that individuals have been known to leave amidst of their appointments because they are fatigued of delaying. Several time individuals periodically made an appearance for activity with incomplete PATA records. This has delayed the evaluation of the doctors because they have been waiting to receive the PATA reports to start their evaluation. Assuming that the documentation were conveyed at all, it commonly took many telephone discussions, making specialists bothered by their general loss of oversight over the technique.(Kamil, 2011)
Alternative options
The chief anesthesia in the MGH, Dr. Jeanine Wiener-Kronish had been given a task to improve and develop the PATA by limiting the time span of the patients. In June, 2009, she proposed a team to work on the task. The group comprised of nursing chief, operating room chief, clinical chief, and a MBA understudies. In the wake of examining the cycle and time span, the team proposed the few alternative options and ideas to improve the PATA. These ideas includes;
- Lessening the volume of the patients
- Expanding the capacity of rooms
- Adding additional time between the appointed times
- Appoints more doctors
Key decision criteria
The decision criteria could be selected on the basis of the bottleneck analysis. It has been seen that the general defect in the PATA technique is that people have been known to leave in the midst of their arrangements since they are exhausted of the long waiting lines. A few time people occasionally showed up for movement with deficient PATA records. This has postponed the assessment of the specialists since they have been holding back to get the PATA reports to begin their assessment. So, the most important issue that has been seen is the management of the appointments and team. Therefore, the key decision criteria of the issues were assessed on the basis of bottleneck analysis and variability in PATA due to management issues....
This is just a sample partial case solution. Please place the order on the website to order your own originally done case solution.
Related Case Solutions & Analyses:
From Mental Models to Transformation: Overcoming Inhibitors to Change
Comcast New England: Journey of Organizational Transformation
Infosys (A): Strategic Human Resource Management
Columbias Final Mission
GEs Talent Machine: The Making of a CEO
Dr. Reddys Laboratories Ltd.: Chasing a Daring Vision
Verizon Communications Inc.: Implementing a Human Resources Balanced Scorecard
JetBlue Airways: Starting from Scratch
Data to Knowledge to Results: Building an Analytic Capability
Four Seasons Hotels and Resorts
