The process of outpatient care of children and adolescents in a tertiary‐level hospital specializing in pediatrics: A case study focused on identifying opportunities for improvement with the aid of modeling using BPMN. (24th May 2018)

• Record Type: Journal Article
• Authors: Vinci, André Luiz Teixeira; Barbosa, Francisco; de Pádua, Silvia Inês Dallavalle; Rijo, Rui; Alves, Domingos
• Is Part Of: Knowledge and process management. Volume 25:Number 3(2018)
• Page Start: 193
• Page End: 206
• Publication Date: 2018-05-24
• Subjects: Organizational change -- Periodicals; Industrial management -- Periodicals; Corporate reorganizations -- Periodicals; Production management -- Periodicals; 658.406
• DOI: 10.1002/kpm.1571
• Languages: English
• ISSNs: 1092-4604

Abstract

Abstract : Introduction: Business process management has gained importance in organizations for providing improved productivity and cost reduction, with process modeling being the central role. Usually, with reduced resources, the health area can benefit from good management of its processes. Objective: To identify proposals for improvements in the process of outpatient care of children and adolescents in a tertiary‐level—the most specialized and complex—pediatric hospital. Methods: A bibliographic survey on the subject and a case study with in loco observation of the processes with semistructured interviews with the professionals involved were carried out. Alpha Hospital was chosen for this study, and the modeling of the process was performed using Business Process Model and Notation. Results: Twelve relevant articles were identified. The "AS‐IS" model of the process was obtained as a result and presents the existing 4 subprocesses (patient reception, preconsultation, consultation, and postconsultation). Specifically, the following improvement opportunities were identified: (a) process monitoring through indicators; (b) adequacy of the information system; (c) creation of service evaluation mechanisms; and (d) definition and application of training sessions for whenever a new professional begins working in a specific sector. The problem with the waiting time for patient care was also identified, but with no obvious solution; further studies should be carried to solve the problem. Conclusion: The use of the business process modeling approach and process analysis allowed the hospital team awareness of the process and the identification of an improved set that can be helpful to Alpha Hospital or be used by other hospitals.