Unit VI Article Critique
Instructions
A big piece of provider marketing is managing the referral base, which can be a significant percentage of an organization’s business. From the referring provider’s perspective, it can be quite frustrating to refer a patient for services where the patient has to wait a long time, where communication is not sent back to them in a timely manner, or where there is confusion about the referral process itself. It is not always the marketing leader’s job to improve processes, but they are certainly stakeholders in the process given how much the process impacts the satisfaction of those providers referring in.
After reading Improving Healthcare Referral System Using Lean Six Sigma, write an article critique that accomplishes the following tasks.
- Begin by briefly summarizing the premise of the article and its relation to this unit’s concepts.
- Explain how the Lean Six Sigma process helps the marketing team.
- The patient referral request process for the hospital (Figure 2) includes multiple process steps. Briefly analyze the risk of communication breakdowns between the various steps.
- In reviewing the fishbone diagram of reasons for delayed physician response (Figure 4), which reason do you believe is most impactful, and why?
- From a marketing perspective, how would you share with referring providers the improvements they can expect between the two value stream maps (Figures 6 and 7). Remember, marketing is not necessarily sharing all the details, but rather the difference in experience for them.
- Compare and contrast health care marketing to non-healthcare marketing from the viewpoint of physician engagement.
Your article critique must be a minimum of two pages. The title and reference pages do not count toward the page requirement.
Expert Solution Preview
Introduction:
The healthcare industry is undergoing significant changes due to the increasing need to provide high-quality services to patients. One of the essential aspects of healthcare is the referral system, which is critical for the continuity of care for patients. The referral system can be quite challenging for healthcare organizations, but it is necessary to ensure that patients receive the best possible care. In this article critique, we will explore the importance of the referral system and how implementing the Lean Six Sigma process can help improve the referral process.
1. Briefly summarize the premise of the article and its relation to this unit’s concepts.
The article titled “Improving Healthcare Referral System Using Lean Six Sigma” discusses how the Lean Six Sigma process can be used to enhance the referral system in healthcare organizations. The article explores the challenges that organizations face when managing the referral base and the importance of ensuring that processes are efficient to improve the satisfaction of referring providers. The article’s premise is closely related to this unit’s concepts, which focus on healthcare marketing and how it can impact physician engagement and patient satisfaction.
2. Explain how the Lean Six Sigma process helps the marketing team.
The Lean Six Sigma process is a problem-solving approach that focuses on identifying and eliminating or reducing process variations that can lead to defects or errors. The process can help the marketing team by providing a structured framework for identifying areas of improvement that can enhance the referral process. By analyzing the referral process and identifying inefficiencies, the marketing team can work with other stakeholders to develop strategies that can help improve communication and reduce lead times. The Lean Six Sigma process can also help the marketing team to measure the effectiveness of the strategies developed and make data-driven decisions.
3. The patient referral request process for the hospital (Figure 2) includes multiple process steps. Briefly analyze the risk of communication breakdowns between the various steps.
The patient referral request process is complex and involves several steps, including the initial referral, scheduling, and follow-up. Communication breakdowns can occur at various points in the process, leading to delays or errors. For example, if the referring provider is not clear about what services are required, this can delay the scheduling process and lead to frustration for the patient. Similarly, if the scheduled appointment is not communicated clearly to the patient, they may miss the appointment, leading to further delays.
4. In reviewing the fishbone diagram of reasons for delayed physician response (Figure 4), which reason do you believe is most impactful, and why?
The fishbone diagram identifies several reasons for delayed physician response, including physician workload, lack of standardization, and lack of follow-up. From a marketing perspective, the most impactful reason is likely the lack of follow-up. This is because the referring provider is waiting for a response from the hospital, and if the communication is not sent back in a timely manner, they may feel frustrated and lose trust in the organization. This can lead to a negative perception of the healthcare organization, which can impact future referrals.
5. From a marketing perspective, how would you share with referring providers the improvements they can expect between the two value stream maps (Figures 6 and 7). Remember, marketing is not necessarily sharing all the details, but rather the difference in experience for them.
From a marketing perspective, it is essential to communicate the benefits of the improvements to the referring providers. This can be achieved by highlighting the reduced lead time, increased communication, and improved overall experience. Referring providers are primarily concerned about the quality of care their patients receive, so emphasizing the improvements in patient outcomes can also be effective. It is also essential to provide data-driven evidence to support the improvements and build trust with referring providers.
6. Compare and contrast health care marketing to non-healthcare marketing from the viewpoint of physician engagement.
Healthcare marketing and non-healthcare marketing differ significantly in many ways, especially from the viewpoint of physician engagement. Physicians in healthcare typically have a high level of autonomy, and their primary concern is patient care. Therefore, healthcare marketing needs to focus on building trust with physicians by demonstrating a commitment to patient care and quality outcomes. In non-healthcare marketing, physicians typically have less autonomy, and marketing focuses on highlighting the features and benefits of the product or service. Healthcare marketing focuses on building long-term relationships with physicians, while non-healthcare marketing is typically more transactional.
Conclusion:
In conclusion, the referral system is an essential aspect of healthcare, and ensuring that processes are efficient is critical for patient satisfaction and positive outcomes. The Lean Six Sigma process provides a framework for identifying areas of improvement and developing strategies that can enhance the referral process. From a marketing perspective, it is essential to communicate the benefits of the improvements to referring providers and build a trusting relationship. The differences between healthcare and non-healthcare marketing highlight the importance of understanding the unique aspects of physician engagement in healthcare.
