Narrative Introduction Conclusion Analyzing Janson Medical Clinic.

¶ … narrative introduction conclusion analyzing Janson Medical Clinic. Be address paper: - Wha It is quite obvious from reading the case study regarding the Janson Medical Clinic that there are a number of points of dissatisfaction it is creating within its customer base. The good news about this situation, however, is that this dissatisfaction largely stems from the process design that patients have to go through to receive treatment.

The part of a customer satisfaction survey that the organization issued that relates to the treatment and care of its patients shows the least amount of dissatisfaction. Thus, it definitely seems possible to focus on the positive response from the treatment and care of customers, while making some systemic improvements to the process design whereby patients receive care, and to improve the lot of this organization as a whole.

The principle conclusions that one can draw from the satisfaction survey results are that the treatment patients receive is good, while the process of making appointments and checking in and out of the office have some substantial areas of improvement. Specifically, the organization received the greatest amount of dissatisfaction in the length of time it takes to see a physician once patients are actually in the office, and the dearth of ease of actually getting an appointment.

This latter aspect is compounded by the difficulties that patients have with the current phone system; the former is exacerbated by the fact that receptionist is vastly overworked and not as courteous as he or she could be. The implications that these conclusions have for a better process design are that the means by which patients schedule appointments needs to be reworked to facilitate greater expedience and less effort.

These conclusions also suggest that the area to begin creating improvements is in the telephone process by which patients schedule their appointments. To facilitate these improvements, "an organization needs to understand its own delivery system and key processes" (U.S. Department of Health, 2014). However, it is equally vital to address the situation in which there are delays in receiving treatment because of unforeseen factors in the schedules of the physicians.

One of the most critical process improvements that appears to be a relatively easy remedy to the lengthy wait times patients endure pertaining to actually seeing the physician is scheduling the doctor's appointments to accommodate for their own schedules. Appointments should be scheduled with greater amounts of time to account for the fact that physicians might have emergency surgeries that prevent their coming on time. Ideally, these appointments should be staggered so there is a finite amount of 'cushioning' time to accommodate potential delays.

In addition to the regular scheduling of appointments (which might be every 15 minutes), schedulers should tack on an additional five or 10 minutes for such emergencies. The worst that might happen is that patients can be seen early, while this strategy could reduce the lengthy wait times. Both of these scenarios directly address this source of dissatisfaction, and can positively contribute to patient interaction with the receptionist in person.

The ideal way to address the phone and appointment scheduling problems is to hire an additional telephone receptionist (or possibly bring on interns), so there are at least three receptionists working. Also, an email or instant messaging system should be.