Body Scans And Bottlenecks Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

Body Scans And Bottlenecks Case Solution

New Version of CT Scanners –benefits

The new scanning systems were installed to enhance operational efficiency and dividing the work flow between the nurse therefore the technician by adjusting the time equally. Earlier, it required 6 nurses and 6 technicians to finish the scanning process, ultimately increasing the operational expenses, i.e. hourly wages of the hospital. The new systems were estimated to scale back the hourly wages by one-half and therefore, the time of the scanning process five times faster i.e. approximately 6.5 minutes. The hourly margin is critical to review since it's hooked in to what percentage hours the CT scan processes while involving six nurses, technologists, and scanners.

Quantitative Analysis – Process Capacity,

Bottleneck and Profitability

The hourly margin is critical to review since its hooked in to what percentage hours the CT scan processes while involving six nurses and technologists, and with the three new CT scanners. The analysis was started with the data as given in file the revenue per scan, the prices of technician, and nurses per hour and supplies per scan. Annually, the hospital scanned 55000 patients.

Afterwards, to calculate the method capacity of every nurse and technicians, the entire time taken by both and calculated by adding up their tasks’ timings, i.e. the nurse therefore, the technician wont to take 14 and 32 minutes respectively. The time taken by the technician was 18 minutes greater than the nurse, which represented a bottleneck towards the operational inefficiency, increased operational costs and reduced profitability.

Obviously depict the results of using an old technology based scanning systems, calculations associated with the processing capacity, total number of scans, opening hours, shifts needed, revenue, expenses and operating margin per scan per annum was calculated for both the old and new CT scanning systems.

The process capacity for the nurse was 4.28 scans per hour in both cases. However, the adoption of the new system led to increase process capacity of a technician because it reduced the time of the technician per scan to six .5 minutes. The method capacity of technician increased from 1.87 to 9.23 scans per hour. The entire number of scans were calculated by dividing the amount of patients per annum (i.e. 55000) with the amount of scanners in each case. The scanning capacity also increased from 9167 to 18333 scans by each scanner per annum. The opening was calculated by dividing the entire scans per annum with the method capacity of technician in each case. The opening hours reduced to 1986 thanks to the introduction of efficient scanning systems. Further, the amount of shifts required to hide 55000 patients were calculated assuming 300 working days, by dividing the opening hours with the amount of working days. The addition the latest systems led to a decline in shifts from 16.2 to 6.62 shifts. The revenue was calculated by the scans per hour by the technician multiplied with the revenue per scan i.e. of $500. Because of the scans performed by technician had increased, it resulted in controlled revenue from $937.5 to $4615.38. The prices were calculated by adding up the supplies per scan cost, technician, and nurse salary. Then, the operating margin was calculated by subtracting the operating costs from the revenue. The operating margins increased from $758.75 to $4068.85 per years. Thanks to efficient modern CT scanners.

Conclusion & Recommendation

From the quantitative chemical analysis, it's clear that the installment of the latest CT scanners would cause reduction in time, increased process capacity of technicians, reduced opening hours and shifts increased revenue and operating margins annually. To efficiently manage the operations, the hospital must make sure the increased number of scanning capacity to be met achieved annually.

The hospital should introduce visual aids within the lounge, in order that patients realize their turn and timings i.e. A TV screen showing the name of the patient, waiting time and switch of the patients, when the staff becomes ready for next patient. The opposite option for the management is to offer out pagers to the patients, in order that when a nurse is prepared to require subsequent patient, the desk staff will page the patient on their own. It'll reduce the throughput time included within the nurse task of two minutes i.e. locating the patients in lounge.

The second step, which might be done to enhance operational efficiency, is to exchange the linen sheets with plastic sheets, which might be exhausted easily, thereby reducing the nurse task of adjusting linen and cleaning the scanning room. Thirdly, the hospital can implement an auto refill injector system, which might reduce the time taken by a nurse in refilling the injectors. Finally, the hospital and radiology department could standardize all scanning rooms in order that each room has the precise same found out. The standardization of the scanning rooms would help maintain the efficient throughput CT scan process.......................

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Body Scans And Bottlenecks Harvard Case Solution & Analysis