The role of a workflow analysis is to control workflow configurations that exploit the real use of assets. The analysis also helps to reduce actions that do not enhance the value of an action. Analysis of the workflow of processes uses different tools (Capuano et al, 1997). The tools help to identify prospects for reducing waste and enhancing the value of work. Flowcharts are one of the regular used workflow analysis techniques. They help to identify the areas that may need restructuring (HRSA, 2013).

One of the common and frequent ordinary events that occur in my organization is the admission of patients. I would like to evaluate this event of patient reception in my organization. The event is regular, and it can be added value to improve on its efficiency.

I would design a flowchart to represent the current workflow of patient reception in a chronological order. I would inquire from the receptionists the different stages of the process, and note down the order of the process. I will detail each stage to form a flowchart for the patient reception workflow in the organization (Keshena et al, 2008).

I would use a patient satisfaction inventory analysis as a metric to determine the effectiveness of the current workflow and identify areas of waste. I would administer a questionnaire to patients who have had access to the reception services of the organization. I would inquire from the questionnaire their opinion in regard to the effectiveness of service and possible areas they would consider for improvement. I would determine the areas of waste from the complaints patients submit in the opinion questionnaire and their proposals on how the reception process can be more effective. I will also accommodate new recommendation on the workflow and compare the efficiency of the workflow. I will establish areas that are ineffective or redundant and those that add value (Cain & Hague, 2013).

The process of patient reception starts with welcoming the patient in the reception counter. The patient records his or her personal records in the reception book. The receptionists are in charge of this step. They record the details of the patients in an Excel sheet. The technology used is simply the Microsoft Excel software. The policies involved in this stage are simply using of proper etiquette when interacting with the patient. The patient must first identify himself or herself by providing personal details. This stage takes place after the patient has introduced himself or herself. It is vital for the hospital to have details of the patients it attends to for purposes of keeping health records for future use, and hospital statistics. This step is performed at the reception desk. Only patient personal details are essential for execution of this step.

The second stage of the workflow is identification of the patient’s problems. The nurse on duty takes charge of this stage. The patient explains orally to the nurse about his or her problem. The technology used is a desktop computer for recording the medical history of the patient. The policies involved at this stage are simply in-depth examination skills to understand the depth of the patient’s problems. It is essential to understand the patient’s medical’s history to unravel what may be the root causes of the problem. The process takes place when the nurse finds it vital to determine whether a medical examination may be needed or not. If it is imperative to carry out a medical examination, the nurse may take blood, stool, Hba1c, or urine sample for examination. The results should be written down in a logbook. It is performed in the nurse’s room. Information from the patient’s explanations or past medical records of the patient may be necessary to make a decision in regard to the patient.

The third step of the workflow is decision making on whether the patient’s condition can be attended at the hospital. This decision may be made by the nurse or a doctor. Medical examination informs this decision. The patient nurse or doctor examines the patient to determine the extent of the problem. The patient can either seek treatment in the hospital, or get a referral. It is performed in the patient examination room. Medical expertise is essential to conduct this stage. The results of the medical tests or past health records for the patient may be required for the decision. The technology used in this stage is a desktop HbA1c analyzer, stool test, urine test, or blood test. Screening technology may also be used. It is imperative to conduct an examination on the patient to reveal the nature of his or her problem in order to be able to make a decision on the likely medication. The policies and rules of the stage are provision of sample requested by the doctor. The tests must be done twice for verification and shown to the patient appropriately. It happens when the doctor wants to establish the disorder affecting the patient. The step helps inform the doctor the appropriate medication that will be a need for the patient.

The fourth stage involves checking whether the patient ought to be in admission in the hospital or not. The doctor does it after examining the patient to determine the nature of the problem. Medical results from blood, urine, glucose or stool tests are essential in this stage in order to make a decision. Information on the medical examination results may be required to make the decision on this stage. This step is performed in the medication room. In the event that the patient should be admitted in the hospital, there is the allocation of the patient to the appropriate ward for attention. The hospital nurse is in charge of admission in the admission counter; the patient goes to the ward. There are nurses attending the respective wards. However, the patient receives immediate medical attention if he may not require admission. The doctor makes the decision in this stage. If the patient can be attended immediately, he or she goes to the outpatient for the doctor’s attention. In case the patient cannot be attended immediately, he or she given a booking for later attention or consultancy in the reception desk. It marks the end of the patient reception workflow. The disease extent and severity index measurement technology is helpful to determine the decision in this stage. In addition, there is the application of respective treatment technology to the patient’s disorder according to the disease diagnosed. The policies and rules in this stage involve appropriate determination of the patient’s condition. It happens after admission to the appropriate ward according to his or her condition. Also, the patient receives the hospital dress code and gets informed about the treatment and nutrition schedules in the hospital.

I would use a patient satisfaction inventory analysis as a metric to measure the soundness of the workflow. However, complaints regarding patient reception can be filed to the hospital management for checks. The patient reception workflow is effective. However, there are prospects for value addition.

For instance, improvements could occur through synchronizing determination of the problem and treatment stage in the event the hospital can address the problem. Harmonizing these stages is better than examining the patient and reverting to the waiting room to wait for treatment attendance. It can reduce the reception bureaucracies. Changes that could bring these improvements from the workflow could be an introduction of patient examination at an earlier stage in the workflow. Then, the patient’s problem can be determined quickly. It can also help in other connected decisions such as whether the patient can be attended in the hospital, or whether admission to the ward may be required (Lakes, 2008).

In conclusion, it is fundamental to be aware of the flow of an activity to determine its efficiency and weak sides. The ultimate purpose of an activity is to deliver its mandate efficiently. However, the organization of an activity can be ineffective. An ineffective workflow encourages on waste and can lead to failure in function of an activity. Therefore, the essential aspect is being sensitive to the organization of an activity to develop awareness of areas that may need value addition.