Solution: Computerizing Physician Order Entry Proposed Improvement Plan: I choose this cause because it happen so often at my facility that pts. Are given the wrong dosage or wrong medications. Also since we have a paper base system the orders are delayed or not entered in a timely matter. The pharmacy serves two hospitals and receive he orders thru fax or by person dropping them off. You can imagine by amount of orders that come in on a daily basis, it is only human that an order is going to be missed.
One of the items was sold during the year. Required: Based on this information, how much product cost would be allocated to cost of goods sold and ending inventory, assuming use of: a. LIFO b. FIFO c. Weighted average (total cost/total number) | |Cost of goods sold |Ending inventory | |LIFO |700 |800 | |FIFO |800 |700 | |Weighted Average |750 |750 | Problem 2. Teague Company purchased a new machine on January 1, 2012, at a cost of $150,000. The machine is expected to have an eight-year life and a $15,000 salvage value. The machine is expected to produce 675,000 finished products during its eight-year life.
Primary target market for LASIK refractive surgery and traditional refractive LASIK surgery is the following group of clients. Are clients 18 to 40 years of age? Living in the state of Utah. Annual income of $35,000 (+) per year. Clients with some college to educated professionals.
While studying the surgical patient tracer worksheet, one of the most serious deficiencies identified was the patient history and physical not being done within twenty-four hours of admission. In fact, the patient medical records were completed after more than seventy-two hours of patient admission. Documenting medical records in an appropriate time frame is an important standard in the joint commission accreditation process. The Joint Commission requires an accredited hospital to have written policies regarding timely documentation into medical records. Eighty percent of a patient’s diagnosis is done by the identification of their current and past medical histories.
In an effort to realign the hospital staff; administration decided that it was costing the organization a lot of money to employ a high flux of Registered Nurses (RNs) at the Extended Care Facility (another 24-hour Skilled Nursing Services and Rehabilitation inpatient services provided by Hilo Medical Center). Leadership decided to weed out the number of RNs in the ECF and have more LPNs work in the ECF instead. LPNs were targeted due to what management thought as LPNs were limited in their scope of practice in the acute care setting, so the management decided that they would not be needed on the Acute Care Units any longer. All LPNs employed in the hospital would be transferred in doing duties in the ECD. The only downfall on leadership for the Medical Unit was getting backfill for the LPNs that were being transferred off the floor.
Patient's are the main/only ones we should focus on when implementing an EHR because as the name states, it is their electronic health RECORD. FALSE 3. When starting process mapping for an EHR implementation project, it is important to include all processes in a facility, not just those that will be touched by the EHR project. FALSE 4. At Hospital XYZ, during the morning period of 8am to noon, the wait time from when a physician orders an X-ray to the time the patient returns from having it done is too long as this is when most of the X-Ray orders are given and there is a backlog of patients.
They are important for people with cancer that need chemotherapy and other treatments. There is also an increased demand during winter and summer when there tends to be more accidents. Another reason you should donate platelets is because you can donate more often. While donating blood requires you to wait about 8 weeks before donating again, you can donate platelets and 7 days laters donate again, but you can only donated 24 times a year. The procedure of platelet removal takes about 2 hours.
What factors did u include in ur decision? There was a time when we had an analyzer break down on a weekend shift and for the testing that needed to be done, we didn’t have backup testing. I had to decide if it was necessary to send the specimens out for testing. I called the ordering physicians to ask them if they needed the results that day and if so how soon would they need them. The physicians wanted the results stat so I sent the specimens out to UPMC for stat testing in order to get the results in a timely manner to the providers so it wouldn’t delay treatment for their patients.
To complicate the matter, customers often booked reservations and then failed to show, or cancelled reservations just before their expected arrival. In addition, some guests stayed over in the hotel extra days beyond their original reservation and others checked out early. A key aspect of dealing with the capacity-management problem was having a good forecast of how many rooms would be needed on any future date. It was Snow’s responsibility to prepare a forecast on Tuesday afternoon of the number of rooms that would be occupied each day of the next week (Saturday through Friday). This forecast was used by almost every department within the hotel for a variety of purposes; now she needed the forecast for a decision in her own department.
Repositioning, the utilization of waffle boots, specialty mattresses, specialized dressings, and pillows are all prevention measures that are used at most facilities. Evidenced by the sheer number of pressure ulcers that still occur in clinical settings, we are not doing enough to prevent these ulcers from happening. According to the Agency for Healthcare Research and Quality, " Each year, more than 2.5 million people in the United States develop pressure ulcers" (Berlowitz, 2014). This number is far too large and goes to show that not enough is being done to prevent pressure ulcers in our patients. Pressure ulcers leave patients open to infection, slow healing time, and cost the US somewhere between $9.1 - $11.6 billion dollars per year (Berlowitz, 2014).