Clear-Eyes Cataracts Clinic Case Study Solution
From this table, it could be seen that Camila colon call’s data shows a greater margin for not show up patients while the Gabriela Herrera shows minimum from all other PSR. Julia examined that the Gabriela Herrera provide with the less Margin for not show up patients regardless of working the same number of hours as others.
The Julia’ PSRs make efforts through the call to the patient, to identify the reason why patients reluctant to come to the clinic after an appointment. The case exhibits 3a and 3b represent the reasons why the patients refuse to come in the clinic. Julia and her team made efforts to minimize these reasons to increase the number of patients.
Clear eye clinic team, under the supervision of Julia, had made some adjustment in their working hours along with expending the working days. The team suggested Julia that second option is profitable and there are number of people awaiting to become member of this clinic. Julia hired some new employees for the bettering the service provided to patients. Made training sessions for new hired and the existing staff. And also increase the working days up to six days a week along with increased working hours. This strategy helps Julia to minimize the no show number of patients up to 50%. This ultimately increase total number of patients up to 26%.
Table 2
Patients Percentage Increased
| total patient intake | 8056 |
| total number of surgery patients | 5283 |
| patients that doesn't show | 2773 |
| reduced 50% of noshown patients for surgery | 1387 |
| increase 50% number of surgical patients | 6670 |
| total % increased | 26% |
The following calculation had been made by considering 26% increase in number of patients. These changes had been reflected in the improved process flow of Clear-eye Clinic.
Table 3
Change Calculations for Revised Process Flow
| % Increase or Decrease | Come | Not Come | |
| Old | 78% | 22% | |
| New | 98% | 11% | |
| Old | 72% | 28% | |
| New | 91% | 14% | |
| Insured | Cash | ||
| Old | 30% | 47% | |
| New | 15% | 24% |
Staff Training
Connor’s has compensated her medical staff as well as operational better than the market which resulted in lower staff turnover and good morale and good patient management system. Connor should develop an interactive training program for her staff which not only includes clear eyes vision and mission, its facilities,clinical procedures but also customer service for their satisfaction and increased number of patients.
Conclusion
It is recommended that the Julia should adopt the second option because it is less expensive and require just training of her staff along with increase in the number of staffs. Corner should implement option 1 that is to expand the clinical hours but in a wiser manner, that is by increasing the initial working hours by 30 minutes and then by 1 hour. She should hire few more member so that the work pressure can be minimized and in order to keep the employees motivated, she should announce bonus for the employees working beyond their current working hours. She can also expand its operations by expending operation in her own building by increasing the number of rooms............
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