Understanding Workflow Design

UNDERSTANDING WORKFLOW DESIGN 1

UnderstandingWorkflow Design

In thearticle, the three concepts identified would help to redesign aworkflow within the organization. These three concepts are:Benchmarking, checklist, and Interview (AHRQ, 2006). Benchmarkingrefers to a process of metrics evaluation or better referred to asbest practices carried out in other organizations apart from yourown, either related or unrelated, and is applied to one’sorganization. Checklist is an example of a form used for quick andeasy recording of data and identification of actions or requirements.It is often easy to get data in an essential manner from thischecklist (AHRQ, 2006). It used to effectively register occurrence ofincidents, tasks, problems, or events. Interview offer a means ofacquiring information from individuals, which regards their opinions,knowledge, or behavior. The process involves two individuals(interviewer and interviewee). The interviewer collects the data,while the interviewee provides the data.

In myorganization, I would use benchmarking to acquire numerous sources ofinformation, which include published material, conversations, trademeeting, customers, and market consultants (Walker et al., 2005). Theorganization benchmarks could depend on the available resources,number of information sources, and deadlines. This is becausebenchmarking is beneficial in a number of ways. First, benchmarkingensures labor costs are lowered, while it aims at improving productquality. Again, benchmarking will assist to improve performancemanagement in the departments.

On the other hand, benchmarking has its downsides. While it measuresefficiency of my organization’s operations metrics, it is stillinadequate to measure its entire effectiveness. Again, benchmarkingdoes not put into consideration circumstances under which mycompetitor attained certain level of standards. Benchmarking is alsodisadvantageous since it harbors complacency and arrogance within theorganization. Within the organization I would use with a checklist todetect potential errors before it end up with harm. Human errors inthe world of medicine are inevitable (Dolin, 2006). Checklist allowspathways of care to function properly and with reliability. Carryingout interviews within the organization would help in acquiringcrucial information from the second party, either directly involvedwith the organization or otherwise, which will used in realizing theorganization’s objectives. There are current procedures that Iwould use to replace benchmarks, checklists, and interviews. Theyinclude flowchart, usability evaluation, and statistical analysis.These tools could be considered parallel to my workflow design sincethey convey all the steps within the process, while determining theextent in which systems are friendly to use.

Thearticle by Lobach et al. (1997) determines whether the use ofclinical guideline practice would elevate responses to having, duringa patient interview, the decision support system. This would help ingenerating customized management protocols for each individualpatient, by use of data from electronic medical record of the patientin question. The information in this article would be useful inimproving workflow by assisting in management of particular diseasesthrough clinical practice guidelines (Labach, 1997). These guidelineswill help in quick response, patient visit, and smooth decisionmaking. Every patient will have customized management protocol.

Finally,it is important to monitor technological effect on workflow withinthe organization. This is because there are workflow-related issuesthat arise due to technology, for example barcode medicationadministration. This technology is viewed to have improved thequality of health care through reduction of memory and increase ininformation access, while complying with the best practices (Leymann&amp Roller, 2000). It is therefore important to monitor its effectto guarantee continuous improvement and provision of quality carewithin the organization.

References

Agency for Healthcare Research and Quality (2006). Best PracticesTransforming Quality, Safety, and Efficiency. U.S. Department ofHealth &amp Human Services. Retrieved fromhttp://healthit.ahrq.gov/health-it-tools-and-resources/workflow-assessment-health-it-toolkit/all-workflow-tools

Dolin, P. A. (2006). Exploring digital workflow. Clifton Park,NY: Thomson Delmar Learning.

Leymann, F., &amp Roller, D. (2000). Production workflow:Concepts and techniques. Upper Saddle River, N.J: Prentice HallPTR.

Lobach D. F, Hammond W. E. (1997). Computerized decision supportbased on a clinical practice guideline improves compliance with carestandards. Am J Med102(1):89-98. Retrieved fromhttp://healthit.ahrq.gov/health-it-tools-and-resources/workflow-assessment-health-it-toolkit/research/lobach-df-et-al-1997

Walker, J. M., Walker, J. M., Bieber, E. J., &amp Richards, F.(2005). Implementing an electronic health record system.(Springer e-books.) London: Springer.