MAN2910 - Business Process Management Workbook - Joondalup Hospital Case Study - Business Law Assignment Help

Assignment Task

Case Study 
Joondalup Hospital General Medical Process(es) (Detailed case description can be found in the Appendix of this document.) 

Your Tasks 
You have been commissioned by your client to analyse their core business process(es). 

Stage 1
Your group should provide a review (aimed at the management and staff of the organisation) on: 
1. Select and read academic journal papers (more recent and at least 3) related to Business Process Management, process analysis, design and development. You are required to provide an overview for the management team on BPM trends, why process analysis, design and development are important to their business (no more than 500 words). 
2. Discuss the current business process(es) and their prospective problems and issues based on your understanding and knowledge. Please note that ‘Do not make any recommendations on how to fix the problems at this stage (Stage 1)’. (no more than 500 words).

Stage 2
You are required to present the current “AS-IS” process models by using relevant drawing tools

To present the current process models, you should first understand the current process and construct the process models which should include both the main process and sub-process models (at least two sub-processes). To construct models, you are required to use any process modelling tools such as Signaviomodelling tool.

Each diagram should occupy no more than one page. For the case provided, to make models readable, you need some sub-processes. However, how many sub-processes you need depends on your model design. You can have sub-processes in the main process, and also sub-processes inside of sub-processes. It can be multi-layered. 

Regarding the case, as this is a simulation exercise, the case may miss some details based on your knowledge. You are allowed to make reasonable assumptions based on your experience and research. All assumptions have to be clearly explained in your report. 

Part B – Individual

Your Tasks
You are required to provide recommendations for the possible changes to the business process or to the way they are managed which you consider will add value to their business and why they are more efficient and effective compared with the existing model.

For solving problems/issues, you also need to consider the resources and performance. For example:
1. Where is the process bottleneck?
2. How to better organize staff and allocate jobs to achieve 80% utilization? (You don’t need to provide accurate numbers; general discussion and analysis will be efficient.)

You should carefully read the diagrams and link them to the key issues/problems. Identify and analyse these problems by:
a) Creating an issue register for the process with at least 5 issues/problems. 
b) Create a Fishbone diagram to investigate different causes for the process.
c) Go over the identified causes of your fishbone, identify their impact relevance for the process. Highlight/Circle the relevant causes in your As-Is model. 
Develop the TO-BE Model: 
• Choose and state a suitable improvement direction (axis of the devil’s triangle) using your task a, b and c findings as input
• Identify suitable improvement heuristics for the identified process areas based on your improvement direction and model the TO-BE process.

Appendix Case Study: Joondalup Hospital General Medical Process 

Joondalup Hospital is located in Joondalup, WA. It is a metropolitan hospital that provides services including emergency medicine, general and specialist medicine, general and specialist surgery, critical care services, ambulatory and allied health. This case focuses on the General Medical process which is the process that a patient has to go through at a normal hospital. Each patient’s visit is considered as a case, which starts with the patient’s admittance and ends when the patient is discharged. Each patient has an individual patient record. The process consists of a series of tasks such as diagnosis, tests and treatments. The tasks are performed by various resource groups in the hospital: doctors, test experts, therapists, receptionists and schedule planners. 

The population in the northern suburbs is increasing, with the hospital facing high demand. The original processes are no longer efficient. There are some major problems which need to be solved in the current system, such as: 
• Low efficiency is the most noticeable problem. Sometimes the waiting time is unbearable for patients. 
• As the processes involve many different internal units and external organizations, communication is a big issue. To ensure punctual diagnosis requires high level collaboration among these entities and this is sometimes difficult to manage. 
• Disease management needs to be enhanced based on the use of Electronic Patient records. 

The goal of general medical process is to provide high-quality and cost-efficient patient care. In other words, to treat more patients with less expense in the same time period without sacrificing the quality of care. In order to do that there are several issues that need to be considered: 
• Guidelines should be represented in a structured format 
• Processes should be modelled to reflect guidelines and decision rules 
• Patient data should be mapped to Electronic Patient Record 
• Resources should be organized to complete tasks punctually. 

The General Medical Process
The process starts with a receptionist registering the patient at the front desk followed by a schedule planner making an appointment for an initial diagnosis. The diagnosis is carried out by a doctor who will decide what to do with this patient. If the patient does not need any help or cannot be helped, the patient will be released, causing the process to end. 

If the doctor thinks someone else can further assist the patient, he/she is referred to a doctor with other expertise. If the patient’s symptoms are not clear, the doctor will suggest further tests before drawing any further conclusions. 

There are many different types of tests (e.g. biochemical tests, visual tests, and function tests). The tests are carried out by various experts, with the test results being forwarded to the doctor for the follow-up diagnosis. The doctor may elect to release the patient, consult other medical practioners/specialists, request further tests or prescribe appropriate therapies/treatments. There are many choices available to the doctor, such as medication, surgery, radiotherapy, and physiotherapy, all of which are handled by a range of medical staff. Following therapy, a prognosis is formulated based on the results of the therapies. 

For any diagnosis, test or therapy, an appointment has to be made beforehand by the schedule planner. 

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