Introduction

Business Process modeling is an essential process of business analysis that identifies any anomaly in the organization’s business activities (Kalenkova, et.al, 2017), this helps the organizations or businesses to employ appropriate measures to improve the operations of the business, and this document discusses such modeling for the hospital named Joondulp.

• Process bottleneck

These are the processes in the set up that limits the capacity of the business process.

The major bottleneck in this business process is the Patient’s booking at the receptionist

• Staff organization to achieve resource utilization

In resource utilization, the staff can be well organized such that the operations that do need booking move straight to the processes they intend to. The out-patient clients, for instance, may not necessarily need to go through all the process. Subsequently, visiting patients do not need to restart the process of booking or reporting. The appointment register can be updated from the doctor’s end so that the queues at the respective medical records is minimized.

Issue Register for the business process at the hospital.

Creating an issue register for the business process of the hospital:

Name of issue 1:	Patients have to wait for too long
Priority	1
Description	It’s an issue due to logistics, the available hospital facilities may be strained causing the slow process hence the long wait period.
Data and Assumption	With this issue, a good percentage of patients or clients may end up not being served.
Qualitative impact	This may lead to patients seeking services from other facilities.
Quantitative impact	With the slow hospital processes, the facility will only be able to handle not so many patients in a day which minimizes its income.
Name of issue 2:	Long wait periods for both the patients and hospital to receive external test reports/from specialists
Priority	1
Description	Where a specialist is required, the waiting period of both the patient and the hospital is not clear, it may be far too long putting the patient’s life on the verge.
Data Assumption	A section of the hospital’s clients may want the special treatment that can only be outsourced from specialists.
Qualitative impact	Frustrations from patients and bad reputation to the hospital.
Quantitative impact	With a bad reputation, the number of patients is expected to go down, this minimizes the hospital’s income.
Name of issue 3:	The hospital may have to wait for a whole month long to receive payments from insurance
Priority	2
Description	Insurance companies usually take time to process payments to hospitals, this is a result of them handling large number of clients.
Data Assumption	Since most of the clients may have health insurance covers, the hospital’s bulk of income may be held for long by the insurance companies.
Qualitative impact	This may result in some of the fundamental services at the hospital being stalled leading to poor services to clients.
Quantitative impact	As a result of poor services, the hospital’s number of clients may go down and consequently low income.
Name of issue 4:	Criteria for the need of specialist is not clear
Priority	2
Description	The available hospital does not show exactly how and when a patient is to be recommended to a specialist.
Data Assumption	A section of the hospital’s clients may require special attention but the hospital does not clearly state the criteria for this recommendation.
Qualitative impact	This unclear referral may lead to patients hopping from one hospital to another wasting time and giving space for the disease to advance.
Quantitative impact	As a result of this issue, the patient’s number may decline and consequently low income.
Name of issue 5:	Conflicting patient IDs
Priority	2
Description	In the case where the existing patient comes with a new case, the hospital process does not address this as to whether to create a new entry or update the existing.
Data Assumption	With good customer relations, the patients may keep coming to this health facility with new cases.
Qualitative impact	These conflicts in the hospital’s database may result in search errors and as a result, the waiting period may be lengthened.
Quantitative impact	Also, this issue affects the hospital’s income due to the dismal number of patients being served.

Fishbone Diagram for the overall hospital processes

This is a causal diagram that shows the likely causes and effects of a given event in a business process. It identifies potential factors of a certain problem (Luo, et.al, 2018).

This fishbone diagram shows the causes and effects of the problems at the hospital.

Issue one:

Issue two:

Issue three:

Issue four:

Issue five:

The problem in this fishbone cause and effect diagram is long wait periods, the cause for this problem is a long queue at some of the hospital’s business component. The queue is long at the reception when the patient visits the health facility, this is a result of strained hospital resources like the system that registers patients if the software is slow the queue is expected to move so slowly and piles up every minute. A high number of patients or clients also is expected to raise this problem. This is usually an unanticipated problem that arises but occasionally.

Impact Relevance for the process at the hospital.

The impact of this scenario is that the hospital’s operations are slowed down, the outcome is that the business turnover is low as compared to when the problem would be absent. All enterprises aim at profit-making, this, therefore, would be undesired in any operation hence, by all means, needs to be minimized.

TO-BE model for the business process

Considering this process, the TO-BE model for this process would be as follows:

//done separately

This Business Process Model involves three entities, these include; lab technician, patient, and the doctor. These three entities operate in collaboration in ensuring that the business operations run smoothly, with appropriate corrective measures in the lab as an entity (Zhai, et.al, 2017), the waiting period is shortened. Consequently, the patient’s appointment is booked and attended to on time by the doctor, both qualitative and quantitative impacts of the above this TO-BE model are eminent. With faster operations, the number of clients handled increases, consequently, the business income increases hence the flourishing of the business (Lefevre, et.al, 2017).

Direction on Axis of evil’s triangle

The axis of evil is the hypothetical term given to the south direction of business operation, south direction occurs when the business operations are at their worst performance, with right conditions and corrective measures in place, the business directly on the axis of evil is expected to assume positive trajectory in terms of performance and customer satisfaction (Sanusi, et.al, 2017).

The above is the direction of the business operations, the current state of the business is that it is at risk of running losses due to the mentioned issues in the document. Prioritizing to issues, the management team can take corrective measures by putting in place strategies and resources to have the identified issues fixed hence the positive trajectory of the business process.

Improvement heuristics for the business process

To improve business processes, the hospital can employ any of the available heuristic methods to do this, now since the issues involved are unpredictable, the hospital may offer to choose an appealing method to do so (Pryshlakivsky & Searcy, 2017), for instance, the hospital can choose to eliminate unnecessary paths and processes to speed up the hospital activities. The process can involve clear-cut criteria for classifying the case as special for referrals to be valid and necessary. Below is an improved diagram that involves the process within the hospital process:

Conclusion

With appropriate business analysis, the business analysts can suggest proper decisions to the top management team, this document, for instance, shows the model and the causes of problems within the business operations of the hospital, it is from this analysis that decisions can be made (Geiger, et.al, 2018). An improved hospital process has clear paths for the information and process flow, this reduces redundancies and confusion in the process. The fat process hastens the hospital operations hence both the quality and the quantity of the hospital increased.

Reference List

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Zhai, C., & Lafferty, J. (2017, August). A study of smoothing methods for language models applied to ad hoc information retrieval. In ACM SIGIR Forum (Vol. 51, No. 2, pp. 268-276). New York, NY, USA: ACM.