Project 6 Staffer Diane Bowles is the “Clinical Practice Improvement Consultant,” who charts scores of processes. Her inputs are very important for efficient room processes and admission processes. As Diane’s assistant I would first acquaint myself with the flow of Diana’s flowchart. I would take a few days to study the various inputs and the process flows. Once this is done then I could suggest improvements if any. I feel that there is only place where there is a scope for improvement. This would also help in getting the rooms vacated on time without the prospect of waiting for rooms to be vacated.
I would not initiate any changes because the flow chart of processes has been very successful and critical to the 130% capacity of the operational levels of the hospitals’ only would like to improve upon the levels of floors of the various units. The process as such is maintained very well but the floors on which facilities for labor wards for operations and normal delivery are scattered and in case of any emergency the patient has to be shifted many times up and down. This not only wastes critical time but also man power.
I suggest that the seventh and the eight floors be exclusively used as labor wards and operation theaters and the rest of th4 floors be used in any order convenient for doctors’ nurses and other therapists. A mother who is expected to be operated upon needs to jump from process 1 to 7 without any intervening steps. the process 7 would become step 2 as the mother has already registered and ready for the cesarean . then step 6 could be followed the mother and child sent to the ante natal care and then step 8 . in process flow chart for a mother who is to be operated upon. she need not go through any other step as it is not required.
Pre-registration should become mandatory fro all expectant mothers. Then the order of the flowchart would change with step 3 becoming step 1 and step 322 and others following each other. There should be no instant admission process . since all mothers are treated only by this hospital doctors pre-registration must become compulsory. That way the no of patients and mothers to be admitted for delivery on any particular day can be assessed and particularly over crowded seasons can be studied and staff arranged for emergencies. A process for a hospital specializing in obstetrics and child birth could be as follows: 1.
Expectant mothers to pre register with the hospital either manually of electronically in the 30th week of pregnancy. 2. The registration number to be produced during time of admission with doctor’s diagnosis. 3,. If the mother is due for a cesarean, admission should take place before 6 hours and the mother should be taken to floor 7 for preoperative care and then proceed to step 6 4. If the mother is due for normal delivery and the birth of the child can happen any time, the mother and baby are taken by elevator and registered and admitted directly at bedside.
They are then taken to a Labor & Delivery Triage room on the 8th floor for an exam. If there are no complications, the mother and baby go to step 6. 5. If the mother has still some more time for delivery she is asked to go around the hospital till the contractions start and then goes to step 6. 6. The mother is taken to the labor ward and after successful child birth she goes to the mother and child ward and then to step 7 7. After observation and mother and child found healthy they are discharged and then to step 9 8. f the mother is found healthy and the child is found not fit enough to be discharged the child is taken to the natal care centre and the mother goes to step 9. 9. The mother and baby discharged with dates vie fro the next check up with post natal care dates. . Project 7 Consider Walmart. Integrate the concepts and operations management principles that you’ve been studying in this module and turn in your one to two page paper addressing the following questions : 1) What process strategy (form the four process strategies) is applied in that organization? 2) Where is the headquarter (or distribution center) of the organization?
Are there any benefits locating there? If you could choose, where would you choose? Project 7 The process strategy is also called the job shop process. The process focus at Walmart is basically strategized around the low volume low variety type. The goods that are sold in Walmart are a large variety of goods with small quantities on the shelf. If one goes through the Walmart shelves it is noticeable that there are hundreds of varieties of goods of all types and brands but one can never buy in bulk just because Walmart does not stock them in bulk. It is not categorized as a bulk store but a retail chain store.
The facilities of each department starting from the procurement to delivery are all specific processes and are organized around specific activities. Every activity is done in a specialized way by the department and process concerned. There is heavy centralization of process leading to high execution times and perfection in operations. The procurement department is centralized with a specialists working on processes and jobs. The store stocks goods according to the ever changing demands of the customers so the product range at Walmart is highly flexible. The stores allows for product flexibility.
Since majority of the work of disbursement and product stocking is done manually the store incurs heavy cost on distribution. Except for billing and inventory every other activity is manually done. This leads not only to heavy man power requirement but also lot of human errors that cannot be avoided. This makes way for repetitions and sometimes high levels of inefficiencies. Because of the high manual work the sophisticated machines are seldom used and are all put in cold storage. To show that the store is organized around the latest technology the machines have been ordered and put in place but they are neither used nor automated.
This calls for idle cost. Another main characteristic of the Walmart chain stores are the varying product flows making planning and scheduling a challenge. It is very difficult to estimate in advance the flow of a product during a week in advance. this calls for either over stocking a product or non availability of the product hence the floor manager‘s job of stocking the right quantity during the time of demand becomes a challenge. This is the most difficult part of the process flow in Walmart. The work processes are very unique in the sense that one cannot apply any strategy of operations management and organization behavior here.
The assembly process is also a challenge for every department of Walmart. The Walmart chain stores are headquartered at Bentonville, Benton County, Arkansas, 72716. The reason for having the headquarters there is quite obvious because it was here that Sam Walton opened the company’s first discount store in 1962. the original store is now a tourist spot. This small town has not only a big store but all offices of Walmart including the corporate office here. There could be no benefits here except having a sentimental value to having the head office near the original store.
Since theses are the corporate offices and do not actually carry out operations of sully chain and procurement it does not matter. This headquarters is management office as all other Walmart stores operate on their own through centralized market pool. Hence procurement and distribution is done through the local stores but decisions regarding corporate policies are excused from the headquarters. I would choose the same. References: dedeksoncenter. net/Classweb/MSIS_301/MSIS301_Slides/OperationsMGT_hr8_ppt07. ppt – http://walmartstores. com/