Optimizing Resource Utilization by Combining Running Business Process Instances

2015 ◽  
pp. 120-126 ◽  
Author(s):  
Christine Natschläger ◽  
Andreas Bögl ◽  
Verena Geist
Keyword(s):  
Resource Utilization ◽  
Business Process

Modeling and analysis of business process reengineering strategies for improving emergency department efficiency

SIMULATION ◽  
2020 ◽  
Vol 97 (1) ◽  
pp. 3-18 ◽  
Author(s):  
Sharan Srinivas ◽  
Roland Paul Nazareth ◽  
Md Shoriat Ullah
Keyword(s):  
Resource Utilization ◽  
Business Process ◽  
Waiting Time ◽  
Business Process Reengineering ◽  
Discrete Event ◽  
Real Life ◽  
Workforce Planning ◽  
Limited Resource ◽  
Process Reengineering ◽  
Process Change

Emergency departments (ED) in the USA treat 136.9 million cases annually and account for nearly half of all medical care delivered. Due to high demand and limited resource (such as doctors and beds) availability, the median waiting time for ED patients is around 90 minutes. This research is motivated by a real-life case study of an ED located in central Missouri, USA, which faces the problem of congestion and improper workload distribution (e.g., overburdened ED doctors). The objective of this paper is to minimize patient waiting time and efficiently allocate workload among resources in an economical manner. The systematic framework of Business Process Reengineering (BPR), along with discrete-event simulation modeling approach, is employed to analyze current operations and potential improvement strategies. Alternative scenarios pertaining to process change, workforce planning, and capacity expansion are proposed. Besides process performance measures (waiting time and resource utilization), other criteria, such as responsiveness, cost of adoption, and associated risk, are also considered for evaluating an alternative. The experimental analysis indicates that a change in the triage process (evenly distributing medium-acuity patients among doctors and mid-level providers) is economical, easy to implement, reduces physician workload, and improves average waiting time by 20%, thereby making it attractive for short-term adoption. On the other hand, optimizing the workforce level based on historical demand patterns while adopting a triage process change delivers the best performance (84% reduction in waiting time and balanced resource utilization), and is recommended as a long-term solution.

10: Adults with Overactive Bladder have Significant Health Care Resource Utilization- Evidence from a Large Medicaid Population

2006 ◽  
Vol 175 (4S) ◽  
pp. 4-4
Author(s):  
Gurkirpal Singh ◽  
Smriti Malla ◽  
Huijian Wang ◽  
Harcharan Gill ◽  
Kristijian H. Kahler ◽  
...  
Keyword(s):  
Health Care ◽  
Overactive Bladder ◽  
Resource Utilization ◽  
Health Care Resource ◽  
Health Care Resource Utilization ◽  
Medicaid Population ◽  
Significant Health

133: Factors Associated with Increased Resource Utilization Following Radical Cystectomy

2004 ◽  
Vol 171 (4S) ◽  
pp. 35-35
Author(s):  
Brent K. Hollenbeck ◽  
David C. Miller ◽  
Rodney L. Dunn ◽  
Willie Underwood ◽  
Shukri F. Khuri ◽  
...  
Keyword(s):  
Radical Cystectomy ◽  
Resource Utilization ◽  
Factors Associated

Comparative Resource Utilization in Patients Undergoing Endoscopic and Microscopic Transsphenoidal Surgery for Pituitary Tumors

2014 ◽  
Vol 75 (S 01) ◽  
Author(s):  
Andrew Little ◽  
Heidi Jahnke ◽  
Katharine Cronk ◽  
Kristina Chapple ◽  
William White
Keyword(s):  
Resource Utilization ◽  
Transsphenoidal Surgery ◽  
Pituitary Tumors

Analisis Pengukuran Kinerja Perusahaan Dengan Konsep Balanced Scorecard

2016 ◽  
Vol 3 (1) ◽  
pp. 11-22
Author(s):  
Dina Fitrianingrum ◽  
Sulastiningsih Sulastiningsih
Keyword(s):  
Customer Satisfaction ◽  
Organizational Development ◽  
Business Process ◽  
Balanced Scorecard ◽  
Research Use ◽  
Financial Perspective ◽  
Employees Satisfaction ◽  
Customer Perspective ◽  
Process Perspective ◽  
Internal Business Process

The objective of the research is to evaluate performance of Madubaru firm. This research use the methode of Balanced Scorecard which balancing measurement of non finance performance and finance performance. In the perspective learning and growth emphasize on the education and employees training, and also employees satisfaction. In the perspective of internal business process, it emphasize at the the level of success and organizational development. In perspective of customer emphasize at the customer satisfaction. In perspective of finance can see from finance ratio. The research have result learning and growth perspective with good performance, internal business process perspective with very good performance, customer perspective with enough performance, financial perspective estimation with good performance. At general we can assesd performanced of Madubaru firm is good and expected to be improved again. Keyword : Balanced Scorecard, Learning and Growth Perspective, Internal Business Process Perspective, Customer Perspective, Financial Perspective.

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