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ASSIGNMENT – THE WESTERVILLE PHYSICIAN PRACTICE

AKASHDEEP SINGH

STUDENT ID - 0265592

LOGISTICS AND SUPPLY CHAIN MANAGEMENT, ROBERTSON COLLEGE

BUSN-0211 - ACC - OPERATIONS MANAGEMENT - (JUL2023) - A3

INSTRUCTOR – BAKHTIAR MIRWAIS

AUGUST 2, 2023
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VA [VALUE ADDED TIME]

NVA [ NON-VALUE ADDED]

PATIENT ENTERS REGISTRATION MA TAKES VITAL

START SIGNS
PROCESS
VA:3 15 VA:11
VA:0 27
MIN
MIN NVA:2
NVA:5 NVA:6

5 MIN 9 MIN 13 MIN

20
MIN

PATIENT CHECKS DOCTOR REVIEWS LAB DOCTOR

OUT LAB RESULT TECHNICIAN EXAMINES
PATIENT

VA:0 VA:5 25 VA:4 24 VA:12

MIN MIN
NVA:5 NVA:10 NVA:7 NVA:2

5 MIN 15 MIN 11 MIN 14 MIN

WRITING NOTES

VA:5

NVA:15

20 MIN
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The case study, "The Westerville Physician Practice: Value-Stream Mapping," highlights the

significance of value-stream mapping in enhancing process effectiveness in the healthcare sector.

We can identify areas for improvement and put strategies in place to improve overall efficiency

and customer satisfaction by analyzing the current state value stream map, computing takt time

and total lead time, evaluating value-added versus non-value-added time and proposing system

improvement recommendations with a new value stream map.

1. Takt time refers to the available working time divided by customer demand or

production rate required to meet that demand efficiently without overburdening resources

or causing delays.

Takt Time = Available Work Time getting divided by Customer Demand Rate

In this case study, the working hours mentioned are from 8 am to 4 pm which is 8 hours per day.

which makes a total of 480 minutes. Whereas the average customer rate is 89 customers per day.

So,

Takt Time = Available Work Time = 480 minutes

Customer Demand Rate 89 customers per day

Takt Time = 5.3932 minutes per customer per day

2. Total lead time encompasses both processing time and waiting time within a process. It

is an important metric to evaluate process efficiency and identify areas for improvement.
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Using data from "The Westerville Physician Practice" case study, we can calculate the total lead

time as follows:

The total lead time is the sum of the total value-added time and the total non-value-added time.

Based on the data provided

Total Value-Added Time: 40 minutes

Total Non-Value-Added Time: 154 minutes

Total Lead Time = Total Value-Added Time + Total Non-Value-Added Time

Total Lead Time = 40 minutes + 163 minutes

Total Lead Time = 203 minutes

3. Value-added (VA) time refers to activities that directly contribute to meeting customer

requirements or altering the product or service in a way that increases its value. Non-

value added (NVA) time, on the other hand, refers to activities that do not add value but

are still necessary due to existing constraints or regulations.

Analyzing the data provided in "The Westerville Physician Practice," we find that performing

physical exams and laboratory tests constitute value-added activities as they directly contribute

to meeting customer needs. However, waiting times and excessive paperwork represent non-

value-added activities that should be minimized.

Total Value-Added Time: 40 minutes

Total Non-Value-Added Time: 163minutes

So, the total value-added time is 40 minutes, and the total non-value-added time is 163 minutes.
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4. The VA/NVA % is computed by dividing the total time spent on value-added activities

by the total time spent on both value-added and non-value-added activities and then

multiplying by 100. This statistic assists firms in identifying areas for improvement,

reducing waste, and optimizing processes to improve overall efficiency and production.

VA/NVA Percentage = VA/NVA x 100 VA/NVA Percentage = 40/163 x100 = 24.54%

B) (The interventions listed below can be used to increase healthcare delivery efficiency and

shorten lead times.

1. Installation of clear signage will help new patients navigate the registration and reception

processes and cut down on confusion and wait times.

2. Accessibility of Resources: Ensure that resources are strategically located and simple for staff

to access, facilitating quicker access to necessary equipment and supplies.

3. Electronic medical records: Require doctors and nurses to take notes electronically right away

rather than manually to save time and improve accuracy.

4. Pre-Examination Review: To speed up the process and cut down on unnecessary delays,

doctors should review the patient's medical history and primary complaints prior to the

examination.

5. Maintaining adequate inventory levels and resource availability will help to ensure that stocks

can be replenished on time, avoiding delays brought on by shortages.

6. To avoid task duplication and avoid delays in patient care, place a strong emphasis on timely

documentation.
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Patient's
Patient waiting Patient's
START measurements
for registration. Registration
anddocuments in EMR
VA: 3 VA: 11
VA: 0
NVA: 0 NVA: 0
NVA: 5

Waiting for
DOCTOR laboratory Patient Waiting for
REVIEWS LAB samples examined. Doctor
RESULT
VA: 14 VA: 0 VA: 12 VA: 0

NVA:0 NVA:25 NVA: 0 NVA: 5

Check out. END

VA: 0

NVA:1

The new overall value-added time to do all tasks is 40 minutes, and the non-value-added time is

36 minutes. The lead time is calculated as the sum of value-added time and non-value-added

time.

Lead Time = VA + NVA

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Lead Time = 40 minutes + 36 minutes

Lead Time = 76 minutes

The overall lead time is lowered from 203 minutes to 76 minutes. This reduction in lead time

from 203 to 76 minutes indicates that the healthcare delivery system has become much more

efficient and streamlined.

By identifying and eliminating non-value-added activities, the system has been able to deliver

care to patients more quickly and with less waiting time. This improvement has a positive impact

on patient satisfaction and overall business performance.

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References

eferences: Schroeder, Roger G, et al. Operations Management in the Supply Chain : Decisions

and Cases. New York, Ny, Mcgraw-Hill/Irwin, 2013, pp. 445-448.

Lopienski, K. (2023, May 2). What is Lead Time? + How to Combat Long Lead Times. ShipBob.

https://www.shipbob.com/blog/lead-time/

Takt Time: What Is It and How Is It Used? | OEE. (n.d.). https://www.oee.com/takt-time/