Skip to 0 minutes and 5 secondsJOHN RASA: As we approach the end of this course, let's take a moment to reflect on how we've approached the big questions we set out to answer at the beginning of the course-- namely, what are the key challenges facing hospital operations? And how can we address them to improve both patient experience and outcomes? Throughout this course, we have tried to highlight not only the delays and inefficiencies often present in hospital care brought about by poor patient flow but also the impact this has on staff morale and patient perceptions about the quality of hospital care. Of course, the consequences of delays in patient flow are not only quality-based but also have cost implications on both hospital expenses and revenue too.
Skip to 0 minutes and 51 secondsOver the last two weeks, we've examined the importance of system thinking for understanding how the different elements and processes in the hospital system interrelate to produce an efficient and effective outcome for patients. We introduced some tools that are often used to analyse and design patient flow, including business process reengineering and business process improvement. The case studies we've looked at show the challenges facing hospitals, are not just about insufficient resources. Rather, it's often about reducing the variation between patient demand and hospital capacity. Sometimes it will be about removing unnecessary tasks from the patient care process. And at other times, it will be about improving the quality or value of each task.
Skip to 1 minute and 39 secondsOther times, it will be a much larger exploration of how the whole hospital care process for emergency or elective patients can change through some innovative reengineering. Thank you again for joining me.
Putting it all together
Over the past two weeks we’ve looked at the impact of hospital management on operations and methods for improving the efficiency and effective use of resources to improve patient experience.
Running and improving health service delivery is a continuous, multi-level, multi-organisation endeavour that requires multi-disciplinary teams to partner with their patients and the populations they serve.
What we’ve covered
We started the course by looking at how systems thinking can be used as a tool to refine and redefine how the many components of the complex, interlocking and interacting processes that hospitals use to deliver quality, patient-centric care work together.
This week, we used an introduction to business process reengineering (BPR) as a way of better understanding how systems operate and how they can be improved as a whole to better serve individual organisations and their component units.
We’ve weighed the evidence and considered a range of perspectives based on real-life case studies to evaluate evidence drawn from multiple sources to draw our own conclusions that help us to answer the big questions posed at the beginning of this course; that is, what are the key challenges facing hospital operations and how can we address them to improve patient outcomes and experience?
As we’ve seen, there are multiple, evidence-based frameworks and tools that support efficacy in operations management, with systems thinking and BPR being but two.
How you might about go about implementing these to support better hospital operations and improve your patients experience will depend on your own organisational context, role and circumstances.
Watch the video from John to find out more about the key concepts we’ve covered in this course and how you can apply them to improve patient experience within the context of hospital operations.
In the comments, share and discuss your most important takeaways and how will you apply them within your professional practice and/or organisation.
Before taking the test in the next step, you can also post any questions you may still have.
If you see a question you can answer, use reply to respond.
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