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    Case Analysis

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    Si Pi Ti
    The administrator of a health insurance company's HMO clinic was concerned about long wait times at the pharmacy of the existing Manila clinic, ahead of a new clinic opening in Mindanao. Under the current system, five staff worked until 5pm, with prescriptions taking over an hour to fill and complaints about long waits. The administrator analyzed tasks and timed each one, finding that labeling prescriptions took the most time at 120 seconds. With two pharmacists and two technicians specializing in different tasks, the bottleneck could be addressed, doubling the prescription rate from 13 to 26 per hour. This arrangement would make better use of staff time and reduce delays for customers.

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    Case Analysis

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    Si Pi Ti
    102 views3 pages
    The administrator of a health insurance company's HMO clinic was concerned about long wait times at the pharmacy of the existing Manila clinic, ahead of a new clinic opening in Mindanao. Under the current system, five staff worked until 5pm, with prescriptions taking over an hour to fill and complaints about long waits. The administrator analyzed tasks and timed each one, finding that labeling prescriptions took the most time at 120 seconds. With two pharmacists and two technicians specializing in different tasks, the bottleneck could be addressed, doubling the prescription rate from 13 to 26 per hour. This arrangement would make better use of staff time and reduce delays for customers.

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    CASE ANALYSIS

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    The administrator of a health insurance company's HMO clinic was concerned about long wait times at the pharmacy of the existing Manila clinic, ahead of a new clinic opening in Mindanao. Under the current system, five staff worked until 5pm, with prescriptions taking over an hour to fill and complaints about long waits. The administrator analyzed tasks and timed each one, finding that labeling prescriptions took the most time at 120 seconds. With two pharmacists and two technicians specializing in different tasks, the bottleneck could be addressed, doubling the prescription rate from 13 to 26 per hour. This arrangement would make better use of staff time and reduce delays for customers.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    102 views3 pages

    Case Analysis

    Uploaded by

    Si Pi Ti
    The administrator of a health insurance company's HMO clinic was concerned about long wait times at the pharmacy of the existing Manila clinic, ahead of a new clinic opening in Mindanao. Under the current system, five staff worked until 5pm, with prescriptions taking over an hour to fill and complaints about long waits. The administrator analyzed tasks and timed each one, finding that labeling prescriptions took the most time at 120 seconds. With two pharmacists and two technicians specializing in different tasks, the bottleneck could be addressed, doubling the prescription rate from 13 to 26 per hour. This arrangement would make better use of staff time and reduce delays for customers.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    of 3

    CLARO M.

    RECTO ACADEMY
    OF ADVANCE STUDIES
    Management Service
    PhD in Business Management

    CHERRY ROSE TELMO-GAWARAN, MBA

    CASE

    The administrator of the Life-Time Insurance Company HMO, Ms. Taylor, was anxious to solve
    potential problems before the new clinic opened in Mindanao. In Manila, where the original clinic is located,
    an important goal of the HMO was to offer programs that would encourage members to stay healthy. Various
    programs already had been planned, including those on smoking cessation, proper nutrition, diet, and exercise
    the pharmacy had been extremely busy from the beginning, and long waiting times for prescriptions to be
    filled presented a very real problem. The center not only would serve as a clinic for the acutely ill but also as a
    center for preventive health services including the pharmacy section. 
    The Manila HMO pharmacy was modern, spacious, and well designed. The peak time for prescription
    was between 10am - 3pm. During this period prescriptions would back up, and the waiting time would
    increase. After 5pm the staff would be reduced to one pharmacist and one technician, but the two had no
    trouble providing very timely service throughout the evening. 
    Ms. Taylor became acutely aware of the long waiting times after several complaints had been lodged.
    Each stated that the waiting time had exceeded 1 hour. The pharmacy is staffed with five persons on duty until
    5pm. Ms. Taylor personally studied the tasks of all the pharmacy personnel. She noted the time required
    accomplishing each task, and results listed in the chart. The prescriptions were filled in an assembly-line
    fashion by two technicians and three pharmacists, and each person performed only one task.

    Questions

    1. Identify the bottleneck activity, and show how capacity can be increased by using only two
    pharmacists and two technicians.
    2. In addition to savings on personnel costs, what benefits does this arrangement have?
    3. Develop a layout that will minimize customer time in the pharmacy.

    HUMAN RESOURCE DEVELOPMENT


    Dr. Ma. Cecilia Ortiz-Quibel CASE ANALYSIS 1
    CLARO M. RECTO ACADEMY
    OF ADVANCE STUDIES
    Management Service
    PhD in Business Management

    ANSWER

    Let’s say:

    Activity Time in Seconds


      Receive prescriptions 24
    Type labels 120
    Fill prescriptions 60
    Check prescriptions 40
    Dispense prescriptions 30

    Note: The activities of filling, checking, and dispensing prescriptions must be performed by a registered
    pharmacist.

    1.

    The bottle neck activity is typing of labels which take 120 seconds. The cycle time for the whole process
    is 274 seconds which is about 4.5 minutes. With the longest activity taking 2 minutes, then only 13
    Prescriptions are done every hour.

    HUMAN RESOURCE DEVELOPMENT


    Dr. Ma. Cecilia Ortiz-Quibel CASE ANALYSIS 1
    CLARO M. RECTO ACADEMY
    OF ADVANCE STUDIES
    Management Service
    PhD in Business Management

    2. By having two employees working on receiving the prescription and typing labels, one employee
    filling the prescription then the fourth employee checking and dispensing the prescription, then the
    bottle neck activity which is typing labels can be reduced with the two prescriptions being processed
    every 144 seconds instead of one. The cycle time is still 274 seconds. With the change, the prescription
    rate changes from 13 prescriptions every hour to 26 prescriptions every hour.

    3.

    The arrangement makes use of the employees that lie idle owing to their processes taking less time.
    This makes them more productive. In addition to that, there is increased productivity with doubling of the
    prescription rate which minimizes the delay.

    HUMAN RESOURCE DEVELOPMENT


    Dr. Ma. Cecilia Ortiz-Quibel CASE ANALYSIS 1

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