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Running head: DRAFT
Factors that contribute to the capacity of an emergency room going by the number of
patients served daily.
The physical size of the room is one of the factors that influence the capacity of an
emergency room and affects the number of people served daily. An emergency room must be
large enough to accommodate a large number of people. The larger the emergency room, the
higher the number of people the emergency room can accommodate (Xavier et al, 2018). As a
result, it makes it possible for the emergency facility to cater to the medical needs of an
Personnel available is a second factor that influences the capacity of an emergency room
and affects the capacity of the people treated daily. It is the role of the employees within an
emergency facility to treat patients and offer them high-quality care to ensure they have a short
stay in the emergency room (Askarian et al, 2017). It is, therefore, necessary for the healthcare
management to ensure that the physician to patient ratio has been maintained. That way, the
maximum number of patients can be attended to within a day.
The quantity of beds and other supporting infrastructure is a third factor that influences
the number of patients that can be served per day in an emergency room. An emergency room
that has a high number of beds can attend to a higher number of patients (Xavier et al, 2018).
Such is the case because, after diagnosis, those in critical condition can get accommodation.
Therefore, the higher the number of beds, the higher the capacity of the hospital to serve
emergency patients daily.
Lastly, the geriatric ratio to that of other members of the population is a factor that affects
the capacity of an emergency room to influence the patients that are served daily. The geriatric
population refers to the population that is above 70 years. Senior adults have various medical
conditions that affect them. They also tend to take up more time than other members of the
population. Therefore, the higher their ratio to that of overall patients treated, the lower the
number of patients served daily (Askarian et al, 2017). The government should strive to provide
senior adults specific care, which will reduce their number demanding emergency healthcare
services. That way, increasing the number of people that can be attended to in a day.
Askarian, M., Hesami, S. A., Kharazmi, E., Hatam, N., Haghighinejad, H. A., & Danaei, M.
(2017). Evaluation of the patients’ queue status at emergency department of
nemazee hospital and how to decrease it, 2014. Glob. J. Health Sci, 9, 1916-9744.
Xavier, G., Crane, J., Follen, M., Wilcox, W., Pulitzer, S., & Noon, C. (2018). Using Poisson
Modeling and Queuing Theory to Optimize Staffing and Decrease Patient Wait
Time in the Emergency Department. Open Journal of Emergency Medicine, 6(3), 5472.
Steps in designing a process layout
Process layout refers to the configurations that are made in a business or any other type of
operation to identify the process that should be followed when delivering services. Some of the
factors considered when developing process layout are the functioning of these processes.
Procedures that perform related functions are grouped, which helps to reduce the duration spent
in moving from one service to another (Ching-Yu et al, 2016). The factors steps of designing
process layout are identified and discussed below.
Gathering information is the first step in process layout. It is necessary to collect
information about the process to determine the interrelationship between them. It is after
identifying such interdependence that will inform one on how to group these processes (ChingYu et al, 2016). That way, making it easy to understand the role played by each method and how
to interconnect them.
Developing a schematic plan is the second step in designing the process layout. The step
makes it possible to identify how related processes will be grouped (Siregar et al, 2019). It is
necessary to include such a plan as it helps to bring processes that are related closer to one
another—that way, reducing the resources needed to keep operations running.
Thirdly, the process layout involves the development of a detailed layout. The detailed
layout helps to explain the relationship between processes. It also outlines the specific elements
of interaction between and among the three steps. Through the detailed layout, it becomes
possible to identify some of the factors that will need to be considered when maintaining such a
connection (Siregar et al, 2019). The detailed layout as well includes the strategies that will be
used to initiate changes when the need arises.
Ching-Yu, C. H. A. I., Chen, C. S., Hu, W. Y., & Kuan, J. F. (2016). U.S. Patent No.
9,418,200. Washington, DC: U.S. Patent and Trademark Office.
Siregar, I., Saedon, J. B., Adenan, M. S., Shawal, S., & Othman, M. F. (2019, August).
Modelling and Analysis of Manufacturing Process Layout. In IOP Conference
Series: Materials Science and Engineering (Vol. 598, No. 1, p. 012051). IOP
Characteristics of self-managed teams
The ability of employees to share their expertise is one of the characteristics of selfmanaged teams. The essence of the self-managed team is to come together to solve a specific
problem (Lacerenza, 2017). The fact that any problem has different facets calls for a selfmanaged team to have experts in each of these facets. It is only through shared responsibility that
it becomes possible to solve the problem at hand.
Shared responsibility is a second element that characterizes self-managed teams. The
essence of an organization is to solve a common problem. In such a case, all the team members
in a team will have a specific role to play (Martin, 2019). It is by performing particular tasks that
the element of shared responsibility comes up. Therefore, efforts from each member contribute
to the attainment of the desired goal.
A common goal is the third characteristic of self-managed teams. A common goal is the
main factor that brings people with different roles together to form a group. As a result, the selfmanaged team develops strategies that will be used to achieve the set goals (Martin, 2019). . That
way, they end up adding value to themselves, to the organization formed, and to the clients, they
serve by meeting their needs.
The established performance standard is the...