Description
1. Both service and manufacturing organizations are required to evaluate capacity. Explain at least three of the major capacity considerations for a hospital. Provide an evaluation of how hospital capacity considerations differ from a factory.
1. Respond to the prompt above
2. The largest project I have worked on recently was the redesign of a large tailings impoundment at a mine. The project was developed to the constantly changing standards of safety around tailings impoundments. Since the standards are changing, this also leads to work on tailings impoundments being scrutinized. Additionally, we had to keep time, budget, resources, safety, and environmental impacts into account. To first start the project we had to figure out the scope, and what knew the end goal but not how to get there. After many planning meetings, we finally had a well-developed scope. After the scoping, we then put the job out to bid. The bid process was surprisingly easy since the local contracting crew have a positive record and was competitive in all other matters. The most complex part of this project was the numbering of internal approvals I had to get to modify a tailings impoundment. As (Jacobs & Chase, 2020) explains nonhuman resources take up a lot of the time of a project manager. Since this project was a large change, the management, and geotechnical departments had to be involved throughout the whole process execution was one of the easiest steps since the crew was very experienced. The only hiccup we had was due to rain postponing work, but in the end, it was a successful project.
2. respond peer:
3. When I connected a lot with nurses and the management of a hospital, there were times where when the low census was an issue. What this means is that there are not enough patients that are needing attention and they do not want to overstaff. In this case, either one or two healthcare providers are needed until further notice. This caused more of a problem when I had nurses working under me. If they did not have any hours, then they did not get paid. They tried to argue for on-call rates, but even those were not being used. If a nurse got called off more than a couple of times due to low capacity, the nurse wanted out of the contract. This concept is something similar to what the question above is asking; with some relation. According to (Bernd et al., 2010), some revenues were based on the level of capacity and activity. Beds are an essential piece of the capital stock pertaining the performance. Compared to a factory level, there is a difference in turnover/turnaround. Rates are at a completely different metric. Factory work is where you want to have the capacity possible to ensure good supply levels. In a hospital, bed numbers or bed occupancy is not a reliable metric for future demand as stated by (Bernd et al., 2010). Hospitals can consider higher capacity in the departments most pivotal and used more. They can also start looking into data that illustrates discharge and admission rates within a certain period to understand the type of capacity moving forward. Patient flow is considered to be different from warehouse flow. This means that healthcare services and then warehouse products will be at their own pace and rationality.
3. Respond to peer
