Process Management: When there is no staff guidelines established as a line of reference the staff invent their own rules that might satisfies their needs best depending on their convenience of the day. Job protocols and Job discretion will be good examples of the system management. Check list for the opening and closing for each department of the clinic should prevent a lot of mistakes and/or human errors. Especially receptionist and technicians, surgical room staff should have their own check-list before they sign out. These protocols and job discretion will maintain uniformity of performance through the consistent expectations in quality outcomes. When these guide lines are not present, the staff and system may take their own path just like driving around without a map that the driver might have to refer to. As it shows on the value chain pathway below,
Input ( Initial Investment )
Operations ( Product Manufacturing )
Output (ill defined Product)
Education( Marketing and Sales)
Final Product (at higher value)
the process of input with capital, staff time, knowledge and skills with soft and hardware will go through the operational chamber only to yield the output that is very raw in its nature. This is undefined product that may retain only basic value until the process of educating (or marketing) end-users and up grading the usefulness. As a result the perceived value of the product might be enhanced by the educational efforts. At this point the subject product is at much higher value although it might be the similar or same product as it was originally manufactured.
Product Management: There are two groups of Product that we manufacture the service items. These are :
Tangible Items: Rx, Tx, Sx, that directly related to patients for the better care of their wellbeing.
Intangible Items: Emotions generated throughout the process of above, Feeling of Appreciation, Perceived value of the service rendered as well as feeling of Compassion
Tangible items are easily recognizable since these are directly shown on the bills to the clients. As a result the payment is expected upon the rendered service. Intangible items are not shown on the bill nor expected to be paid although the Intangible Items tend to booster the value of the Tangible Items. To accomplish a successful level of service, the care givers should have a full understanding on how the value of a product is perceived. It is not only from “what the Clients see and touch” but also from” how the Clients feel”.
Clients’ Dissatisfaction: As a consultant in management, a lot questions are asked to resolve conflicts that occurs in clinical settings. Usually there are three areas that are pointed out. As I have projected on Power Point, these are generalized areas of client dissatisfaction although the management can minimize the frequencies of these happening once the management understand the cause of the clients confrontation.
Unexpected Financial Charge
- not being informed at the beginning
- additional bills that was not explained or discussed
- asking to do too many procedures
Not knowing the need of the clients
- unclear response to inquiry on the phone or/and during examination
- taking too much time in service without due explanation
- being indifferent or not being friendly
Medically Incompetent
- under-delivered outcomes
- prognosis was not clear
- options were not explained
- advantages and disadvantages of diagnostic procedures were not explained
Conclusion: Successful management develops a Process that promotes quality service and compassion driven communication with clients. Management is a collective body of People and this People body will generate a system focusing on the compassion and quality. As a result the Product (which is the outcome of People and Process) will be generated at higher level quality. All business are driving for the financial return on their investment although only finance should not be the object of the organization. As I projected in the slide, The Financial Outcomes should be the Result of Compassion and Quality. We want to put a Horse before Carriage.
The End.
Author: Henry K. Yoo DVM MSc MBA is an Executive Consultant at Infinity Medical Consulting & Co. located in Santa Monica, CA. Dr. Yoo, as a medical strategist, consults pharmaceutical companies like Shering-Plough, iVet Nutrition and ENVY Medical Co. He also has assignments with colleges and universities as faculty at SNU, W. University and S. Baylor University. The topics of his consulting and education at many institutions have been expanded to international conferences and conventions. You may be able to reach him at his email address henryyoo@gmail.com.
|
|
全文检索 
