Internal Business Process Perspective, Capstone Project Example

Introduction

Duke Children’s Hospital is a pediatrics care unit including diverse medical specialties such as surgery, anesthesiology, neonatology and critical care medicine.
The Hospital’s main objective is to give hope and intensive care in terms of medical care, psychological and education to the needy children and families, seeking answers. The hospital runs itself, a health centre and a school where medical specialists and continuing medical programs courses are offered (Meliones, Ballard, Liekweg, & Burton, 2001l).

Duke Children Hospital provides useful and important information and resources to its employees who majorly include its healthcare professionals, physicians and providers from other hospitals. The hospital adapts different ways of creating internal Business process by the following ways;

• By providing fellowship programs designed to train medical practitioners, physicians and academic leadership roles in patient care research and general teaching.
• Providing vital researched information for patient admission, transfer and referrals in a 24 hour system
• Harmonizing the patient relationship by having a direct touch with a specified physician or a clinical profession.
• Incorporating residency training of staff and continuous educational courses and keeping in touch with the alumni students and staff of Duke Children Hospital.
• Provision of resources to the hospital and to the medical specialists, pediatrics and other professionals within the institution.

Duke hospital approach of a balanced score card of business process is geared to maintain a high quality provision of medical specialists and pediatrics throughout the world. This is facilitated by the well organized operations of residence training given to the specialists and the continuous Medical Education program. A harmonious and conducive working environment is created when partnering with other hospitals, as in cases of referrals, and providing useful and important researched information to the stakeholders (Meliones, Ballard, Liekweg, & Burton, 2001l).  The intensive quality care accorded to the patients and the harmonious relationship between the staffs has brought all the stake holders to be like a family, having a close a personal relationship with each other. For instance, the alumni medical academicians provide leadership and expertise to both the continuing academicians, staff and stake holders. There reaction of the staff has been cordial to the institution, which in itself has provided leadership to them and trained majority of them into qualified medical specialists.

Analysis

The Duke University Children Hospital focused in providing useful information and resources helpful to its patients, visitors and tits staff that include nurses, physicians and other medical professionals as part of the balanced scorecard. This information is to enhance the quality of health care services given to the Children and their families by Internal qualified medical specialists. Such information is given in the following context;

• Admissions of patients, their health records , transfers and referrals
• Through training of the medical specialist, pediatrics and in the continuing medical students programs.
• By providing additional resources as required by the nurses and medical practitioners

The Hospital also focused on research mission as basic research on information that is helpful to stakeholders, clinical research which include usage of laboratory, and training of new medical specialists and physicians for the purposed of providing patient health care. This has led to improving the diagnosis, the overall management of the hospital and the treatment of the childhood ailments. The research work is carried by physicians and surgeons all who are trained or teach at the Duke Hospital University.

Duke hospital has also specialized into having their nurses and specialists into personal contact and relationship with the patients. This in its self has increased productivity and enhanced quality of the patient care.

The measures used for the score card was to ensure customers; in this case the patients are satisfied in service delivery by their staff, nurses and other medical specialists.

Measures were taken towards cutting costs of hiring and orientating of staff by having the continuous medical program for the future physicians and surgeons. This is facilitated by having the residential training, to quantify time spent effectively at the hospital.

The changes made to the business process is having the fresh staffing direct from the continues medical programs enrolled by the students and providing their expertise primarily in the hospital. This was to discern different aspects that need attention and be tackled independently (CQI, 2008).   For instance the hospital broke into sections and segments in providing quality to its stakeholders as having the children and general medical care segments in the patient department, the employee or staff departments broken into medical specialists, nurses and researchers in the laboratory line, and finally having the centre of inseminating information through alumni of continuous medical programs training of the future physicians and medical personnel.

Conclusion

The changes made on the business process by Duke University Children Hospital have improved the quality of the services given to the customers or the patients. This improvement has led to the expansion of the hospital from mere admissions of patients into referrals and coordination with other health professions from different hospitals.

Evaluation

Duke Children hospital did a good job using the balanced scorecard because it has increased productivity at work with elaborate information to guide different stakeholders on how hey should relate with one another, and enhancing a personal touch between patients and the clinical officers and the other stakeholders (CQI, 2008).  This information is vital in resource provision to both the healthcare specialists and other management of the hospital. In designing this balanced scorecard, the students enrolled in the continuous s medical academic programs provided leadership in research in different fields and creating a room for innovations and technology to advance ahead. This is crucial in the diagnosis of diseases.

The implementation was well organized with the qualified management in place to executed and monitor the process without creating a vacuum in the service delivery.  It also provides continuous staffs who graduate from the Duke University with relevant expertise to work diligently and effectively in the Duke Children Hospital.

References

CQI, (2008). “Introduction to Quality”. The Chartered Quality Institute. 

Meliones, J. N, Ballard, R., Liekweg, R. & Burton, W., (2001l). “No mission no margin: It’s that simple”. Journal of Health Care. 27(3): 21-30.