Dr. William Jones has been the director of the health center clinic at East-Sout

Dr. William Jones has been the director of the health center clinic at East-Southern Kentucky Community College (ESKCC) for about six months. Having been a part of a much larger medical center in the past, he has seen the benefits of total quality management (TQM) and feels that it would help improve the operations at the ESKCC clinic. He has made some positive changes to the staffing of the clinic but now feels that he must tackle making improvements to its operations. Consequently, he has created a TQM team (of which you are a part) and has made certain that they have received the necessary training to start examining the various processes within the health center’s operations.
The ambulatory health service department of the ESKCC health center clinic has received increased complaints from the ESKCC student body and staff concerning the services it offers in its walk-in urgent care clinic. Dr. Jones feels that this center would be an excellent starting point for the TQM team.
The Data
The team is presented with the following data regarding student/staff complaints:
Patient Complaint DataMonthComplaint Type 1Complaint Type 2Complaint Type 3Complaint Type 4Complaint Type 5Complaint Type 6Total VisitsSeptember3141174813115841October21278411152971November1148112428311175December7144121738121042January153012141741671February21626128511631March27951623641512April4734313153781May421217182473Total248402872091543119097Complaint Type DescriptionsComplaint TypeComplaint Description1The quality of service received.2The waiting time was too long.3Follow-up care was not available.4The clinic was hard to find in the health center.5The medical care/treatment took too long.6The medical center could not find the individual’s medical records.
The Patient Review Process
The process for a patient (either a student or a staff member) coming in because of a problem is as follows:
When a patient arrives at the clinic, the patient first sees the receptionist, who checks to see if the patient was seen before. If so, the receptionist pulls the medical record from the file. If the patient is new, the receptionist has the patient complete the necessary forms and creates a medical record.
Patients are seen by the physician in the order they arrive. If one of the two examination rooms is empty, the nurse escorts the patient to the examination room and records the patient’s medical complaint. If no examination rooms are available, the nurse escorts the patient to a waiting area until an examination room is available.
When the patient is in the examination room, the nurse performs routine tests. The nurse then writes the complaint and findings on a medical examination form, a form that will be subsequently filed with the patient’s medical record.
The physician examines the patient and orders medical tests, if necessary. A diagnosis and treatment plan is presented to the patient by the physician; a written copy of this plan and any other appropriate instructions are written on the medical examination form.
When the physician releases the patient, the patient returns to the receptionist, who prepares a bill. If the patient has health insurance, the bill is sent to the health insurance carrier.
The patient leaves after either paying the bill (by cash, check, or credit card) or signing the forms to authorize payment by his or her health insurance company. If the health insurance company refuses to pay or partially pays the bill, the receptionist bills the patient by mail. Any patient with an unpaid bill or bad credit history is refused subsequent treatment until the old bill is paid.
Instructions
As a member of the ESKCC TQM team, you are asked to put together a report that recommends improvements to the overall patient process. Create a 4–6 page report in a Word document (copy and paste any charts created in Excel) addressing the following tasks:
Construct a Pareto Chart for the data regarding complaints to the health center that is presented in Table 1. Describe two conclusions from examining this data.
Develop a control chart for the waiting time complaint (complaint #2). Explain how the control chart is developed and show the calculation process.
Illustrate the causes for Complaint #2 in a fishbone diagram. (Note: refer to the readings for examples.)
Develop a flow chart for the process that the clinic uses for a patient who comes into the ambulatory center. Draw two conclusions from examining the flow chart regarding either or both of the following:
How the process affects the patient.
Potential sources of unnecessary complexity.
Determine three improvements to streamline the patient process based on the insights that you gain from examining the process flow chart as well as your understanding of total quality management concepts from your course readings.
This course requires the use of Strayer Writing Standards (SWS). The library is your home for SWS assistance, including citations and formatting. Please refer to the Library site for all support. Check with your professor for any additional instructions.
The specific course learning outcome associated with this assignment is:
Propose improvements to a health services organization based on total quality management (TQM) concepts.

This activity consists of two problems. Problem One Dr. Raymond Hill, Director o

This activity consists of two problems.
Problem One
Dr. Raymond Hill, Director of Surgery, for Forest Medical Center in Lake Park, Illinois, received some recent statistics concerning data on the surgeries performed in his center during 2019. He was somewhat surprised to see the high number of what is classified as “late surgeries.” He has asked you, a quality analyst, to examine this data.
He requests the following items from you:
Create a scatter plot in Excel of the number of late surgeries versus the overall number of surgeries.
Create a run chart in Excel for the number of late surgeries and a run chart for the overall number of surgeries for 2019.
Create separate control charts in Excel for the number of late surgeries and the overall number of surgeries with a 95% confidence level. Show all calculations that you use to arrive at these control charts.
In a Word document, draw two conclusions regarding these three analyses regarding the late surgeries at Forest Medical Center.
Late Surgeries versus Overall SurgeriesMonthNumber of SurgeriesNumber of Late SurgeriesJanuary435112February401129March572186April409103May57789June329156July467156August30194September23589October325127November378156December444124Total48731432
Problem Two
Dr. Amanda Guzik, head of infectious diseases for Forest Medical Center in Lake Park Illinois, asks you to analyze the following influenza data that she has collected over five years from cases that were treated at this medical center.
Use Excel to create a run chart for the data.
Use Excel to create a control chart with a 95% confidence level for this data. Include the mean, the LCL, and the UCL. Show all calculations that you use to arrive at these control charts.
In a Word document, draw two conclusions from these charts regarding the influenza cases that the Forest Medical Center had treated.
Submit Word document(s) and Excel file(s) showing your responses and calculations.
Influenza Data by QuarterYearQuarter# of Cases of Influenza Observed11345212346134831439842141202237623429243583314219323853339234361441356842439433264441035142095239653411544008

Dr. William Jones has been the director of the health center clinic at East-Sout

Dr. William Jones has been the director of the health center clinic at East-Southern Kentucky Community College (ESKCC) for about six months. Having been a part of a much larger medical center in the past, he has seen the benefits of total quality management (TQM) and feels that it would help improve the operations at the ESKCC clinic. He has made some positive changes to the staffing of the clinic but now feels that he must tackle making improvements to its operations. Consequently, he has created a TQM team (of which you are a part) and has made certain that they have received the necessary training to start examining the various processes within the health center’s operations.
The ambulatory health service department of the ESKCC health center clinic has received increased complaints from the ESKCC student body and staff concerning the services it offers in its walk-in urgent care clinic. Dr. Jones feels that this center would be an excellent starting point for the TQM team.
The Data
The team is presented with the following data regarding student/staff complaints:
Patient Complaint DataMonthComplaint Type 1Complaint Type 2Complaint Type 3Complaint Type 4Complaint Type 5Complaint Type 6Total VisitsSeptember3141174813115841October21278411152971November1148112428311175December7144121738121042January153012141741671February21626128511631March27951623641512April4734313153781May421217182473Total248402872091543119097Complaint Type DescriptionsComplaint TypeComplaint Description1The quality of service received.2The waiting time was too long.3Follow-up care was not available.4The clinic was hard to find in the health center.5The medical care/treatment took too long.6The medical center could not find the individual’s medical records.
The Patient Review Process
The process for a patient (either a student or a staff member) coming in because of a problem is as follows:
When a patient arrives at the clinic, the patient first sees the receptionist, who checks to see if the patient was seen before. If so, the receptionist pulls the medical record from the file. If the patient is new, the receptionist has the patient complete the necessary forms and creates a medical record.
Patients are seen by the physician in the order they arrive. If one of the two examination rooms is empty, the nurse escorts the patient to the examination room and records the patient’s medical complaint. If no examination rooms are available, the nurse escorts the patient to a waiting area until an examination room is available.
When the patient is in the examination room, the nurse performs routine tests. The nurse then writes the complaint and findings on a medical examination form, a form that will be subsequently filed with the patient’s medical record.
The physician examines the patient and orders medical tests, if necessary. A diagnosis and treatment plan is presented to the patient by the physician; a written copy of this plan and any other appropriate instructions are written on the medical examination form.
When the physician releases the patient, the patient returns to the receptionist, who prepares a bill. If the patient has health insurance, the bill is sent to the health insurance carrier.
The patient leaves after either paying the bill (by cash, check, or credit card) or signing the forms to authorize payment by his or her health insurance company. If the health insurance company refuses to pay or partially pays the bill, the receptionist bills the patient by mail. Any patient with an unpaid bill or bad credit history is refused subsequent treatment until the old bill is paid.
Instructions
As a member of the ESKCC TQM team, you are asked to put together a report that recommends improvements to the overall patient process. Create a 4–6 page report in a Word document (copy and paste any charts created in Excel) addressing the following tasks:
Construct a Pareto Chart for the data regarding complaints to the health center that is presented in Table 1. Describe two conclusions from examining this data.
Develop a control chart for the waiting time complaint (complaint #2). Explain how the control chart is developed and show the calculation process.
Illustrate the causes for Complaint #2 in a fishbone diagram. (Note: refer to the readings for examples.)
Develop a flow chart for the process that the clinic uses for a patient who comes into the ambulatory center. Draw two conclusions from examining the flow chart regarding either or both of the following:

How the process affects the patient.
Potential sources of unnecessary complexity.

Determine three improvements to streamline the patient process based on the insights that you gain from examining the process flow chart as well as your understanding of total quality management concepts from your course readings.
This course requires the use of Strayer Writing Standards (SWS). The library is your home for SWS assistance, including citations and formatting. Please refer to the Library site for all support. Check with your professor for any additional instructions.
The specific course learning outcome associated with this assignment is:
Propose improvements to a health services organization based on total quality management (TQM) concepts.

This activity consists of two problems. Problem One Dr. Raymond Hill, Director o

This activity consists of two problems.
Problem One
Dr. Raymond Hill, Director of Surgery, for Forest Medical Center in Lake Park, Illinois, received some recent statistics concerning data on the surgeries performed in his center during 2019. He was somewhat surprised to see the high number of what is classified as “late surgeries.” He has asked you, a quality analyst, to examine this data.
He requests the following items from you:
Create a scatter plot in Excel of the number of late surgeries versus the overall number of surgeries.
Create a run chart in Excel for the number of late surgeries and a run chart for the overall number of surgeries for 2019.
Create separate control charts in Excel for the number of late surgeries and the overall number of surgeries with a 95% confidence level. Show all calculations that you use to arrive at these control charts.
In a Word document, draw two conclusions regarding these three analyses regarding the late surgeries at Forest Medical Center.
Late Surgeries versus Overall SurgeriesMonthNumber of SurgeriesNumber of Late SurgeriesJanuary435112February401129March572186April409103May57789June329156July467156August30194September23589October325127November378156December444124Total48731432
Problem Two
Dr. Amanda Guzik, head of infectious diseases for Forest Medical Center in Lake Park Illinois, asks you to analyze the following influenza data that she has collected over five years from cases that were treated at this medical center.
Use Excel to create a run chart for the data.
Use Excel to create a control chart with a 95% confidence level for this data. Include the mean, the LCL, and the UCL. Show all calculations that you use to arrive at these control charts.
In a Word document, draw two conclusions from these charts regarding the influenza cases that the Forest Medical Center had treated.
Submit Word document(s) and Excel file(s) showing your responses and calculations.
Influenza Data by QuarterYearQuarter# of Cases of Influenza Observed11345212346134831439842141202237623429243583314219323853339234361441356842439433264441035142095239653411544008

Complete the following and submit it in a Word document. Be sure to show your pr

Complete the following and submit it in a Word document. Be sure to show your process and calculations:
Assume you have just retired as the CEO of a successful company. A major publisher has offered you a book deal. The publisher will pay you $1 million upfront if you agree to write a book about your experiences. You estimate that it will take three years to write the book. The time you spend writing will cause you to give up speaking engagements amounting to $500,000 per year. You estimate your opportunity cost to be 10%.

Should you accept this deal? Plot a diagram that measures NPV (on the y-axis) vs. discount rate (on the x-axis) to solve this problem. (Hint: Have your scale on the x-axis go to 50% (discount rate)).
Determine the IRR for this deal. (Hint: IRR is the point at which NPV = 0)

Suppose you inform the publisher that it needs to sweeten the deal before you will accept it. The publisher offers $550,000 advance and $1,000,000 in four years when the book is published.

Should you accept or reject the new offer? Again, plot a diagram that measures NVP (on the y-axis) vs. discount rate (on the x-axis) to solve this problem. (Hint: Have your scale on the x-axis go to 50% (discount rate)).
Determine the IRRs for this deal (Hint: There are two IRRs for this problem).
Discuss if the IRR rule for making budgetary decisions can be used in this case.

Finally, you are able to get the publisher to increase your advance to $750,000, in addition to the $1 million when the book is published in four years.

Should you accept or reject this new offer? Again, plot a diagram that measures NVP (on the y-axis) vs. discount rate (on the x-axis) to solve this problem. (Hint: Have your scale on the x-axis go to 50% (discount rate)).
Determine the IRR for this deal.

State three conclusions regarding the use of IRR vs. NPV that you can make from questions 2-4. Which is the stronger method to use (IRR or NPV), and why?

Complete the following and submit it in a Word document. Be sure to show your pr

Complete the following and submit it in a Word document. Be sure to show your process and calculations:
Assume you have just retired as the CEO of a successful company. A major publisher has offered you a book deal. The publisher will pay you $1 million upfront if you agree to write a book about your experiences. You estimate that it will take three years to write the book. The time you spend writing will cause you to give up speaking engagements amounting to $500,000 per year. You estimate your opportunity cost to be 10%.
Should you accept this deal? Plot a diagram that measures NPV (on the y-axis) vs. discount rate (on the x-axis) to solve this problem. (Hint: Have your scale on the x-axis go to 50% (discount rate)).
Determine the IRR for this deal. (Hint: IRR is the point at which NPV = 0)
Suppose you inform the publisher that it needs to sweeten the deal before you will accept it. The publisher offers $550,000 advance and $1,000,000 in four years when the book is published.
Should you accept or reject the new offer? Again, plot a diagram that measures NVP (on the y-axis) vs. discount rate (on the x-axis) to solve this problem. (Hint: Have your scale on the x-axis go to 50% (discount rate)).
Determine the IRRs for this deal (Hint: There are two IRRs for this problem).
Discuss if the IRR rule for making budgetary decisions can be used in this case.
Finally, you are able to get the publisher to increase your advance to $750,000, in addition to the $1 million when the book is published in four years.
Should you accept or reject this new offer? Again, plot a diagram that measures NVP (on the y-axis) vs. discount rate (on the x-axis) to solve this problem. (Hint: Have your scale on the x-axis go to 50% (discount rate)).
Determine the IRR for this deal.
State three conclusions regarding the use of IRR vs. NPV that you can make from questions 2-4. Which is the stronger method to use (IRR or NPV), and why?

  This activity consists of two problems. Problem One Gary Seitz is the director

 
This activity consists of two problems.
Problem One
Gary Seitz is the director of procurement for the Forest Medical Center in Oak Park, Illinois. His medical center recently purchased more than 300 new side tables for the patient rooms from Quick-and-Cheap Furniture. His team, however, is not happy with the paint quality of these tables. They feel the firm providing the tables was rushed to get the order out and did not do a great job.
They have examined each of the 312 tables that they have received so far and found the following defects, listed in alphabetical order:
Table DefectsProblemNumber of OccurrencesDirt in paint65Off-color17Orange peel12Other1Sad looking43Scratch11Sealer under8Thin paint31
Instructions
Use Excel to:
Create a Pareto Chart for this situation.
Create and complete a table for this situation using the following headers:

Problem.
Frequency.
Cumulate Frequency.
Percentage.
Cumulate Percentage.

List the most frequently occurring problem first in the table, then the next more frequently occurring problem second in the table, and so forth.
In a Word document:
Draw two conclusions about the quality of the patient tables that Quick Furniture has shipped to the Forest Medical Center.
Submit both your Word and Excel files.
Problem Two
Ted Short, the manager of procurement at the Lake Luna Medical Center (LLMC), is starting a process to examine the general process that is followed at his center for procurement of medical supplies at his facility. His first step is to develop a flowchart for the current process that employees at his center follow. He has asked you to draw that flowchart for him and make any obvious changes to shorten the process.
Here are the key steps that are followed:
The LLMC employee fills out a paper requisition and sends that to his department head for approval.
The department secretary first examines the requisition to see if all the needed information is present. If it is, then she sends it to the department head for approval. If not, she returns to the employee for any needed corrections. The employee then returns the requisition to the department secretary for review again.
Requisitions with the correct information are sent to the department head.
The department head reviews the item to determine if the material requested seems appropriate. He may contact his employee to discuss any questions he might have.
If he feels it is inappropriate, then he rejects the request and sends it back to the employee.
If he feels it is appropriate, then he checks the budget to see if there are sufficient monies in the budget to pay for this. If there are not, then he rejects the request and sends it back to the employee. If there are sufficient funds, then he approves them.
If the requisition is approved, then the department secretary sends the requisition to a member of the LLMC Procurement Team.
The LLMC procurement specialist checks to see if the suggested vendor on the requisition is on the approved vendor list (AVL).
If not, he sends the request back to the department secretary and the process starts all over if the LLMC employee wants to continue to pursue it. If the employee does not, then the requisition is terminated.
If the vendor is on the AVL, the LLMC procurement specialist checks to see if a quote is required, either based on the type of equipment and material required or on the amount of the purchase.
If no quote is required, the procurement specialist transmits the PO to the vendor for execution.
If a quote is required, then the specialist contacts the vendor and asks for a quote. If the quote is satisfactory based on past purchases of such items, the specialist approves the quote and places the order.
If the quote is too high, the specialist contacts the LLMC employee and asks for another vendor to check. The procurement specialist then checks the second vendor. Usually, a procurement specialist will have to check only two vendors at most.
If the specialist cannot find a vendor with it suitable price after two tries, then the PO is canceled.
When the specialist finds a vendor who submits a suitable quote, she transmits the PO to the vendor for execution by US postal service or by telephone.
The procurement specialist then logs the transaction into the financial system.
The procurement specialist then forwards the request to the Accounts Payable Department for payment when the receipt of the materials and equipment ordered, is acknowledged.
Instructions
Use Microsoft Word to complete the following:
Develop a flowchart for this process.
Suggest three improvements, based on total quality management, that Ted Short can use to make the current process more efficient.
Submit your Word document(s).
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