Quinte MRI
Quinte MRI
Table of Contents
Executive Summary………………………………………………………………..3
Issues Identification Immediate Issue…………………………………………………………….4
Secondary Issues…………………………………………………………..4-5
Environmental and Root Cause Analysis Qualitative…………………………………………………………………..5-7 Quantitative…………………………………………………………………7-10
Alternatives…………………………………………………………………………10-12
Recommendations & Implementation Plan……………………………………..13
Monitor and Control………………………………………………………………..14
Conclusion/Strategic Perspective………………………………………………..15
Executive Summary
In order to address the immediate scheduling issue at the Clinic, we are proposing to amend the contract with BCMC in order to bring the scheduling operation in-house. We believe this is necessary to bring our scanning lead time down and increase the productivity of our sole MR Technologist. Although we will be adding this operation to our current workload, we will be able to meet our promise of scanning two patients per hour. In addition, we will no longer have to pay the $5.00 per scan fee to BCMC, and we will eliminate the need to hire a second MR Technologist.
The decision to enter into this contract with BCMC was strategic since it allows us to hold 100 percent interest in the business, significantly affecting our opportunity for growth in this County and in the United States as the need for scanning services steadily rises.
The new strategy is simple involving the creation of new documents allowing us to improve information sharing between the hospital and the clinic, and between the clinic and our patients. Once the new system is implemented this will ensure that Quinte MRI will meet the required efficiencies outlined by our client.
This report will be used for discussion in our meeting with you tomorrow, June 14.
Kevin Saskiw, David Wright
Business Development Coordinators
June 13, 2002
Immediate Issue
Only six weeks into service, the MRI clinic is
Table of Contents
Executive Summary………………………………………………………………..3
Issues Identification Immediate Issue…………………………………………………………….4
Secondary Issues…………………………………………………………..4-5
Environmental and Root Cause Analysis Qualitative…………………………………………………………………..5-7 Quantitative…………………………………………………………………7-10
Alternatives…………………………………………………………………………10-12
Recommendations & Implementation Plan……………………………………..13
Monitor and Control………………………………………………………………..14
Conclusion/Strategic Perspective………………………………………………..15
Executive Summary
In order to address the immediate scheduling issue at the Clinic, we are proposing to amend the contract with BCMC in order to bring the scheduling operation in-house. We believe this is necessary to bring our scanning lead time down and increase the productivity of our sole MR Technologist. Although we will be adding this operation to our current workload, we will be able to meet our promise of scanning two patients per hour. In addition, we will no longer have to pay the $5.00 per scan fee to BCMC, and we will eliminate the need to hire a second MR Technologist.
The decision to enter into this contract with BCMC was strategic since it allows us to hold 100 percent interest in the business, significantly affecting our opportunity for growth in this County and in the United States as the need for scanning services steadily rises.
The new strategy is simple involving the creation of new documents allowing us to improve information sharing between the hospital and the clinic, and between the clinic and our patients. Once the new system is implemented this will ensure that Quinte MRI will meet the required efficiencies outlined by our client.
This report will be used for discussion in our meeting with you tomorrow, June 14.
Kevin Saskiw, David Wright
Business Development Coordinators
June 13, 2002
Immediate Issue
Only six weeks into service, the MRI clinic is