Eliminating emergency department wait by BPR implementation

Escalating cost in health care industry and increasing demand of patients' satisfaction triggers hospitals in general to improve their performance. Emergency department is an important area where hospital management needs to increase its efficiency. This is due to the emergency nature of the patients and also the position of emergency department as the biggest contribution to the hospital admission. One way to yield higher efficiency is by applying business process reengineering (BPR) which focuses on understanding the current processes before proposing relevant changes. This paper discusses a case study conducted at a Singaporean Hospital and investigates deeper on the current situation including characteristics of emergency department.

[1]  S. E. Heinbuch,et al.  A case of successful technology transfer to health care. Total quality materials management and just-in-time. , 1995, Journal of management in medicine.

[2]  Stephen J. Childe,et al.  Current issues in business process re‐engineering , 1995 .

[3]  Stuart D. Francis,et al.  A “patient focus review” of surgical services , 1996 .

[4]  D. Streiner.  Maintaining Standards: Differences between the Standard Deviation and Standard Error, and When to Use Each , 1996, Canadian journal of psychiatry. Revue canadienne de psychiatrie.

[5]  L J Shuman,et al.  An emergency department simulation and a neural network metamodel. , 1997, Journal of the Society for Health Systems.

[6]  James J. Jiang,et al.  Business Process Reengineering , 1998, Zeitschrift für wirtschaftlichen Fabrikbetrieb.

[7]  N. Tang,et al.  The introduction of patient process re-engineering in the Peterborough Hospitals NHS Trust. , 1999, Journal of management in medicine.

[8]  D. Kyriacou,et al.  A 5-year time study analysis of emergency department patient care efficiency. , 1999, Annals of emergency medicine.

[9]  C. Clare,et al.  Quality improvement in the healthcare industry: some evidence from Singapore. , 2000, International journal of health care quality assurance incorporating Leadership in health services.

[10]  Stephen L. Chan,et al.  Information technology in business processes , 2000, Bus. Process. Manag. J..

[11]  Timothy J Coats,et al.  Mathematical modelling of patient flow through an accident and emergency department , 2001 .

[12]  Andrew Greasley.  Using business-process simulation within a business-process reengineering approach , 2003, Bus. Process. Manag. J..

[13]  Neil Salkind,et al.  Using SPSS for Windows and Macintosh : Analyzing and Understanding Data , 2004 .

[14]  Arun Kumar,et al.  Procurement performance measurement system in the health care industry. , 2005, International journal of health care quality assurance incorporating Leadership in health services.

[15]  T. Guimaraes,et al.  Empirically testing determinants of hospital BPR success. , 2005, International journal of health care quality assurance incorporating Leadership in health services.

[16]  Sung J. Shim,et al.  Using Computer Simulation for Surgical Care Process Reengineering in Hospitals , 2005 .

[17]  Sung J. Shim,et al.  Simulating Staffing Needs for Surgical Instrument Distribution in Hospitals , 2006, Journal of Medical Systems.