Executive Summary.
The main concern of Kevin Saskiw and David Wright, BD coordinators at Quinte MRI,
was addressed to ineffectiveness of the operation system at Quinte MRI. They were
struggling to find the right solution for Chief Executive officer Dr. Syed Haider.
Quinte MRI clinic in Belleville had 14 days patients’ waiting list for MRI scans. On other
hand patients were experiencing frequent delays at the clinic due to poor communication
between the patients and scheduling department. Due to the issues above, the Quinte MRI
started to lose their clients as physicians started to refer their patients to competing MRI
clinics.
The systematic issues were identified as lack of overall organization understanding
strategy, as well as lack of tools and system for proper communication. There was also
lack of staff and unsystematic approach to manage the magnetic resonance imaging (MRI)
facility at Benton-Cooper Medical Centre (BCMC) in Palmer., NewYork.
In order to solve the case, Saskiw and Wright had to examine the process flows for the
patient, the technologists’ process for serving clients (patients and radiologists) and the
transcription report. They had to identify value adding and non-value adding tasks in order
to determine an optimal solution for the process flow improvement.
The solution for this case lays down into improvement of the current process flow;
rescheduling of work hours of MR Technologist and implementation of a new approach for
scheduling of MRI scan appointments. Our main goals are to streamline the scheduling
process to reduce variability and improve reliability. Introduce the use of technology to
remove manual processes, improve process efficiencies, minimise errors and improve
communication across the business lines of operation.
Issue Identification
The systematic issues were identified as lack of overall organizational understanding,
strategy and unsystematic approach to manage the magnetic resonance imaging (MRI)
facility at Benton-Cooper Medical Centre (BCMC) in Palmer., NewYork.
Jeff Sinclair, BCMC’s sole MR technologist, pointed on a lack of proper scheduling
system which was an essential breach for operation cycle in an organization. At the
meantime, manager Monika Zimmerman offered to hire an additional MR technologist to
add a partial second shift in the late afternoon and early evening hours was cause of
operation problem.
The main issues were: lack of proper communication between the patient and scheduling
department, an idle time in operation cycle, lack of proper registration system, and simply
lack of understanding of the whole operation cycle.
Immediately issue was identified as the MRI clinic was not meeting promises to have to
