Executive Summary………………………………………………………………..3 Issues Identification Immediate Issue…………………………………………………………….4 Secondary Issues…………………………………………………………..4-5 Environmental and Root Cause Analysis Qualitative…………………………………………………………………..5-7 Quantitative…………………………………………………………………7-10 Alternatives…………………………………………………………………………10-12 Recommendations & Implementation Plan……………………………………..13 Monitor and Control………………………………………………………………..14 Conclusion/Strategic Perspective………………………………………………..15
Executive Summary
In order to address the immediate scheduling issue at the Clinic, we are proposing to amend the contract with BCMC in order to bring the This was a significant oversight on our part.
Six weeks into servicing BCMC, we already have a waiting list of 14 days for MRI scans. BCMC is very unhappy that we are not living up to the capacity promises we made to them of scanning two patients per hour. They are complaining that they are losing patient referrals from doctors within the hospital and in the surrounding community. They are sending potential customers to the competition because we cannot provide timely scans, and this is lost revenue both Quinte and BCMC since we are direct partners.
Quantitative In the last three weeks of business, the MR Technologist is scanning at an average of approximately 10 scans per day. This is the performance with an average of 9 hours of weekly overtime. According to our agreement with BCMC, this number should be 16 scans per day, and we should not require overtime based on what we know about our operations and time required for each procedure.
Month Day Date # of Scans Hours Worked Overtime Hours Overtime Costs May Monday 20 10 9 1 $48 May Tuesday 21 12 11.5 3.5 $168 May Wednesday 22 11 10 2 $96 May Thursday 23 13 11 3 $144 May Friday 24 10 9.5 1.5 $72 May Saturday 25 0 0 0 $0 May Sunday 26 0 0 0 $0
