Harvard Case - Paediatric Orthopaedic Clinic at the Children's Hospital of Western Ontario
"Paediatric Orthopaedic Clinic at the Children's Hospital of Western Ontario" Harvard business case study is written by Robert Klassen, Kellie Leitch, Manpreet Hora. It deals with the challenges in the field of Service Management. The case study is 9 page(s) long and it was first published on : May 6, 2008
At Fern Fort University, we recommend a multi-pronged approach to enhance the Paediatric Orthopaedic Clinic's service quality, customer experience, and operational efficiency. This strategy focuses on leveraging service design principles, implementing technology-enabled solutions, and fostering a culture of employee empowerment and customer-centricity.
2. Background
The case study focuses on the Paediatric Orthopaedic Clinic at the Children's Hospital of Western Ontario, facing challenges related to long wait times, inconsistent service quality, and limited patient satisfaction. These issues stem from a combination of factors, including high patient volume, resource constraints, and a lack of standardized processes. The main protagonists are Dr. Peter, the head of the clinic, and the clinic staff, who are committed to providing quality care but struggle with the current operational inefficiencies.
3. Analysis of the Case Study
To analyze the situation, we employ the SERVQUAL model to assess service quality gaps. This framework identifies five dimensions:
- Tangibles: The clinic's physical environment, equipment, and staff appearance.
- Reliability: The clinic's ability to deliver promised services accurately and dependably.
- Responsiveness: The clinic's willingness to help patients and provide prompt service.
- Assurance: The clinic's knowledge, competence, and courtesy of staff.
- Empathy: The clinic's understanding of patient needs and their ability to provide personalized care.
The case highlights significant gaps in reliability, responsiveness, and empathy. Long wait times, inconsistent communication, and lack of personalized attention contribute to patient dissatisfaction.
Furthermore, we utilize the Service Profit Chain to understand the interconnectedness of service quality, employee satisfaction, and profitability. The clinic's current operational challenges negatively impact employee morale and productivity, ultimately affecting patient satisfaction and financial sustainability.
4. Recommendations
4.1 Service Design and Innovation:
- Service Blueprinting: Develop a comprehensive service blueprint to visualize the entire patient journey, identifying touchpoints and potential pain points. This will enable the clinic to streamline processes, eliminate redundancies, and improve efficiency.
- Service Standardization: Implement standardized procedures for common services, such as appointment scheduling, patient intake, and follow-up care. This will ensure consistent service quality and reduce variability.
- Service Innovation: Introduce technology-enabled solutions, such as online appointment scheduling, telehealth consultations, and mobile-friendly communication platforms. These innovations will enhance patient convenience and reduce wait times.
- Customer Journey Mapping: Conduct detailed customer journey mapping exercises to understand patients' needs and expectations at each stage of their interaction with the clinic. This will inform service design decisions and ensure a positive customer experience.
4.2 Employee Empowerment and Performance Management:
- Employee Empowerment: Empower staff to make decisions and take ownership of their work, fostering a sense of accountability and responsibility. This will improve employee engagement and motivation.
- Employee Incentives: Implement performance-based incentives to recognize and reward employees who contribute to service excellence. This will further motivate staff and encourage a culture of continuous improvement.
- Employee Performance Management: Develop a robust performance management system that provides regular feedback, training opportunities, and career development paths. This will ensure staff are equipped with the necessary skills and knowledge to deliver exceptional service.
4.3 Customer Relationship Management (CRM):
- CRM System: Implement a CRM system to manage patient data, track interactions, and personalize communication. This will enable the clinic to provide tailored services and improve patient satisfaction.
- Customer Feedback Management: Establish a system for collecting and analyzing customer feedback, including surveys, online reviews, and patient interviews. This will provide valuable insights into areas for improvement and enhance service quality.
- Customer Loyalty Programs: Develop a loyalty program to reward repeat patients and encourage long-term relationships. This will foster customer retention and loyalty.
5. Basis of Recommendations
These recommendations are grounded in the following principles:
- Core Competencies and Mission: The recommendations align with the clinic's mission to provide high-quality, patient-centered care.
- External Customers and Internal Clients: The focus is on enhancing the experience for both patients and staff, recognizing their interconnectedness.
- Competitors: The recommendations aim to differentiate the clinic from competitors by offering innovative and efficient services.
- Attractiveness: The proposed solutions are expected to improve operational efficiency, reduce costs, and increase patient satisfaction, ultimately contributing to the clinic's financial sustainability.
6. Conclusion
By implementing these recommendations, the Paediatric Orthopaedic Clinic can transform its service delivery model, improve patient satisfaction, and enhance its competitive advantage. The focus on service design, technology-enabled solutions, and employee empowerment will create a more efficient, customer-centric, and sustainable healthcare environment.
7. Discussion
Alternatives:
- Outsourcing: While outsourcing certain functions, like appointment scheduling, could free up staff time, it may lead to a loss of control and potentially compromise patient experience.
- Stand-alone Service: Creating a separate service for high-demand procedures could alleviate pressure on the main clinic, but it may require additional resources and potentially fragment patient care.
Risks:
- Technology adoption: Implementing new technologies requires significant investment and may face resistance from staff.
- Cultural change: Shifting to a more customer-centric culture requires a change in mindset and behavior, which may take time and effort.
Key Assumptions:
- The clinic has the resources and commitment to implement the recommended changes.
- The proposed solutions will be well-received by both patients and staff.
- The clinic will be able to effectively measure and track the impact of the implemented changes.
8. Next Steps
- Phase 1 (Short-term): Implement service blueprint, online appointment scheduling, and customer feedback system.
- Phase 2 (Mid-term): Introduce telehealth consultations, implement employee incentive program, and develop a CRM system.
- Phase 3 (Long-term): Evaluate the impact of implemented changes, refine processes, and explore further service innovation opportunities.
By following these steps, the Paediatric Orthopaedic Clinic can achieve its goals of improving service quality, enhancing patient experience, and achieving operational excellence.
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Case Description
The chief of paediatric orthopaedic surgery was very concerned by the long times that the young patients (and their parents) were experiencing in the orthopaedic clinic. Long wait times tended to aggravate the already pent-up distress and concern that the patients were facing. The chief glanced at recently collected data on service times and wondered how the process could be improved, while continuing balancing budgetary pressures to reduce costs. Moreover, any changes couldn't be done in isolation, as her clinic shared resources with other departments. A monthly executive meeting was fast approaching and expectations were starting to run high that her efforts might be able to spur improvements in other departments too.
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