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HT110 July, 2014 Improving Workflow Process for Performance Improvement for Discharge Processing PLAZA COLLEGE Assignment #4 Improving Workflow Process for Performance Improvement for Discharge Processing Student _________________________________ Date _________________ AHIMA Domain: Organizational Resources Subdomain: Human Resources Knowledge Clusters: Workflow and process monitors (BL4) Objective:  Select tools and techniques to monitor, report, and improve processes. (BL4)  Appraise current processes and propose new policies and procedures to improve work flow and minimize resource consumption (BL4)  Recognize work flow and process monitors and how they apply to actual on-the-job HIM principles (BL4). Standards: Students must complete the assignment satisfactorily by achieving a minimum score of 70%. Instructions: Analyze the following case study and address the following: Changes you would recommend to accomplish your goals Positive and negative impact expected What can you do to diminish the impact of any negative outcomes identified? Scenario: The current workflow process has worked well for the past 10 years. The new CFO wants the DNFB to drop from $2.4 million to $750,000.00. Coding is the only thing preventing the bill from being dropped within 3 days. In addition, there are complaints from some of the new physicians on staff that they have to wait too long to get charts to dictate. They want to be able to dictate the discharge summary within 48 hours after patient discharge. To satisfy the CFO and the physicians, you will need to make changes. You need to speed up the process to get codes entered into the system faster, as well as to get charts to incomplete chart room quickly. To accomplish this, you need to reengineer the current workflow. The current process is:  The charts are picked up from the unit at midnight of the day of discharge.  The charts are checked off the discharge list.  The charts are placed on the “wall” to await loose material that is needed for analysis, coding, and quality indicator monitoring.  Loose material is filed in the charts for 3 days.  On the fourth day, each chart is coded.  On the fifth day, each chart is assembled.  On the six day, each chart is analyzed.  On the seventh day, the quality indicator abstracting is conducted and the charts are sent to the incomplete chart room or the permanent file. 1 HT110 July, 2014 Improving Workflow Process for Performance Improvement for Discharge Processing PLAZA COLLEGE Assignment #4 Improving Workflow Process for Performance Improvement for Discharge Processing Student Date AHIMA Domain: Organizational Resources Subdomain: Human Resources Knowledge Clusters: Workflow and process monitors (BL4) Objective:  Select tools and techniques to monitor, report, and improve processes. (BL4)  Appraise current processes and propose new policies and procedures to improve work flow and minimize resource consumption (BL4)  Recognize work flow and process monitors and how they apply to actual on-the-job HIM principles (BL4). Tasks Points Identify realistic changes that can logically improve workflow: /50 Analyze positive and negative impact resulting from the changes: /20 Recommend ways to minimize impact of negative outcomes: /20 Proper grammar and punctuation: /10 Total points: /100 Instructor: Date: 2
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Improving Workflow Process for Performance Improvement for Discharge Processing
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The process of discharging patients from a facility after they have been treated
has been shown to be the most tedious unlike the process of admission which is done
very quickly due to the urgency and emergency of some conditions they find themselves
in. he slowness of the discharge process has led to DNFB (discharged, not final billed).
This means that the patient might have been told by the doctor that he or she is ready to
go home but they can’t go home but they have pending monies they owe the hospital and
so they have to pay but it won’t happen so easily. The process is tedious due to various
reasons and in this paper, I am going to try and reduce the length of time this process
takes so as to help the hospital reduce its DNFB and improve patient and employee
satisfaction with its workflow delivery efficiency.
First of all, the use of technology is something that cannot be overemphasized in
the current world in any discipline. Patients records i.e. his/her medical char...


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