1 - iJKNS

CUSTOMERS’
SATISFACTION
TOWARDS
OPD COUNTER
LUNDU
Presented to you by:
Blue Ocean Strategy Team
Lundu Hospital
SERVICE OF
HOSPITAL
NICKSON GIRIMA AK AMBUH
PPP U32
SITI NORIZAN BT
SHAMSUDIN
PEN. PEG. TADBIR N27
LEE LEH PING
JURURAWAT U32
PETELICIA KON
PT N17
SELIBEST PETER
NYOMBEP
PEN. PEG. TADBIR N32
LALA AK AJIN
PPP U32
DR CHIN SHI HOW
PENGARAH
HOSPITAL LUNDU
WONG SIEW SIEW
PEGAWAI SAINS
KIMIA HAYAT C41
TERI BT JAYA
PENYELIA
JURURAWAT U36
CHAN CHUI SENG
PEGAWAI
FARMASI U48
AHAMADY BIN LIAN
PPP U32
BACKGROUND
CONCLUSION
RATIONALE
PROJECT
OUTLINE
OBJECTIVE
RESULT &
DISCUSSION
METHODOLOGY
Rationale :-
 To know how well we are doing in providing
quality OPD counter service to patients at
Lundu Hospital
BACKGROUND
Counter Service
Operating Hours:
Morning Session
Mon to Thurs
7:30am – 12:45pm/ 11:30am (Fri)
Afternoon Session
Mon to Fri
1:45pm – 4:45pm
** Closed on weekend & PH
Job Description:
1.
2.
3.
4.
Patient registration
Information Counter
Appointment for medical check-up
Billing
Primary
Objective
Secondary
Objective
• To further enhance the
current setting of OPD
counter with the aim to
improve on the quality
service provided.
• To apply principles of blue
ocean strategy as the tool to
evaluate the outcome of
customers’ satisfaction
towards counter service of
Lundu Hospital.
METHODOLOGY: CUSTOMER SATISFACTION SURVEY
Sampling
Size
• 110 respondents
Target Group
• Randomized and literate
patients from OPD Lundu
Hospital
Time Frame
• 2 weeks only during peak
hours
RESULTS & DISCUSSION
PRE-IMPLEMENTATION SURVEY
Level of Satisfaction
No
Value Factor (s)
1
(Unsatisfactory)
2
(Satisfactory)
3
(Very Satisfactory)
NO. OF
RESPONDENTS
%
NO. OF
RESPONDENTS
%
NO. OF
RESPONDENTS
%
1
Promptness
4
3.64
63
57.27
43
39.09
2
Friendly Service
3
2.73
48
43.64
59
53.63
3
Empathy
1
0.91
57
51.82
52
47.27
4
Information Accuracy
1
0.91
68
61.82
41
37.27
5
Informative Counter
1
0.91
69
62.73
40
36.36
6
Staff Efficiency
2
1.82
67
60.91
41
37.27
7
Queue Management System
(QMS)
7
6.36
47
42.73
56
50.91
8
Sufficient Facility
3
2.73
58
52.73
49
44.54
9
Conducive Waiting Area
23
20.91
48
43.64
39
35.45
PRE-IMPLEMENTATION
SURVEY
BAR
CHART
Conducive Waiting Area
Sufficient Facility
Queue Management System
(QMS)
Staff Efficiency
Informative Counter
Very
Satisfactory
Information Accuracy
Satisfactory
Empathy
Unsatisfactory
Friendly Service
Promptness
0
10
20
30
40
SATISFACTION (%)
50
60
70
STRATEGY CANVAS (AS-IS) ON
CUSTOMERS' SATISFACTION TOWARDS COUNTER SERVICE OF
LUNDU HOSPITAL
10
9
8
Offering
7
6
5
4
3
2
1
AS-IS
0
Value Factor (s)
ERRC Grid on Customers’ Satisfaction
Towards Counter Service of Lundu Hospital
Eliminate
Raise
Nil
• Queue Management System
• Conducive Waiting Area
• Sufficient Facility
Reduce
Create
Nil
Nil
STRATEGY CANVAS (TO-BE ¹ PRE-IMPLEMENTATION) ON
CUSTOMERS' SATISFACTION TOWARDS COUNTER SERVICE OF
LUNDU HOSPITAL
10
RAISE
9
8
TO-BE ¹
Offering
7
6
5
4
AS-IS
3
AS-IS
2
TO-BE ¹
1
0
Value Factor (s)
TO RAISE
Queue Management System (QMS)
Problem Identification:
 Poor patient flow resulting in consultation delay.
Aim:
 To improve patient flow and to increase the practicality of QMS.
Plan of Action:
 Assisting nurse to call the next patient ready waiting outside of the room to avoid
time wasted looking for the particular patient.
Conducive Waiting Area¹
Problem Identification:
 Long waiting time to see MO, patients overcrowd at waiting area thus making it
highly congested.
Aim:
 To reduce patient waiting time .
Plan of Action:
 MO to review patients early to shorten patient waiting time.
PATIENT WAITING TIME
NO
WAITING TIME TO SEE MO
BEFORE IMPLEMENT
AFTER IMPLEMENT
SEPTEMBER 2013
OCTOBER 2013
NUMBER
PERCENTAGE
NUMBER
PERCENTAGE
76
-
57
-
-
-
<10
<20%
3 NO. WAITING TIME > 90 MINS
20
26%
9
16%
4 NO. WAITING TIME < 90 MINS
56
74%
48
84%
1 NO. OF PATIENTS
2 TARGET NO. WAITING TIME > 90 MINS
AVERAGE WAITING TIME PER PATIENT
SUMMARY:
64 MINS
56 MINS
Based on the data collected after implementation done in October, number of
patients for waiting time > 90 mins managed to achieve below target set which is
< 10.
TO RAISE
Conducive Waiting Area ²
Problem Identification:
 Inappropriate TV height location and viewing position making it under utilized.
Aim:
 To keep patients entertained while waiting.
Plan of Action:
 FABER to relocate the TV to a more comfortable viewing position as well as to
improve on the signal strength. TV is on during office hours only.
BEFORE RELOCATION
o TV was mounted too high in
such a way that patients
need to look upward at the
TV
AFTER RELOCATION
o TV position more ergonomic for
watching
TO RAISE
Conducive Waiting Area ³
Problem Identification:
 Overcrowding waiting area due to patients from OPD and Diabetes Clinic.
Aim:
 To create less crowded waiting area for the comfort of patients.
Plan of Action:
 Diabetes Clinic to move to old A&E building with bigger waiting area for DM
patients in order to segregate the crowd at main waiting area.
o OPD main waiting area
o Newly relocated DM Clinic
waiting area
TO RAISE
Conducive Waiting Area ⁴
Problem Identification:
 Lack of reading materials at waiting area.
Aim:
 To educate and to promote awareness campaigns in public.
Plan of Action:
 Counter to display more posters on notice board and provide pamphlets to public
regarding healthcare related issues.
TO RAISE
Sufficient Facility ¹
Problem Identification:
 Counter overcrowded with patients doing registrations and asking for
information.
Aim:
 To reduce number of patients crowding at the registration counter.
Plan of Action:
 To create Information Counter whereby the task is undertaken by Pegawai
Khidmat Pelanggan who also acts as an telephone operator.
TO RAISE
Sufficient Facility²
Problem Identification:
 Lack of special provision for the disabled at waiting area.
Aim:
 To provide easy access and comfort to wheelchair users.
Plan of Action:
 Special wheelchair parking space allocated for the convenience of disabled with
logo to avoid facility abuse.
TO RAISE
Sufficient Facility ³
Problem Identification:
 Water dispenser found not in use because it is located in such a way that patients
feel awkward to use in public.
Aim:
 To provide drinking facility for public.
Plan of Action:
 FABER to relocate the water dispenser to an appropriate space and to keep it wellmaintained all the time.
BEFORE RELOCATION
o Water dispenser was located
inside the waiting area
AFTER RELOCATION
o Water dispenser moved to
outside behind the waiting area.
POST-IMPLEMENTATION SURVEY
Level of Satisfaction
No
Value Factor (s)
1
(Unsatisfactory)
NO. OF
RESPONDENTS
2
(Satisfactory)
%
NO. OF
RESPONDENTS
3
(Very Satisfactory)
%
NO. OF
RESPONDENTS
%
1
Promptness
1
0.91
54
49.09
55
50.00
2
Friendly Service
0
0.00
40
36.36
70
63.64
3
Empathy
0
0.00
45
40.91
65
59.09
4
Information Accuracy
1
0.91
54
49.09
55
50.00
5
Informative Counter
0
0.00
49
44.55
61
55.45
6
Staff Efficiency
1
0.91
54
49.09
55
50.00
7
Queue Management System
(QMS)
1
0.91
44
40.00
65
59.09
8
Sufficient Facility
0
0.00
47
42.73
63
57.27
9
Conducive Waiting Area
4
3.64
59
53.64
47
42.72
POST-IMPLEMENTATION SURVEY BAR CHART
Conducive Waiting Area
Sufficient Facility
Queue Management System
(QMS)
Staff Efficiency
Informative Counter
Very
Satisfactory
Information Accuracy
Satisfactory
Unsatisfactory
Empathy
Friendly Service
Promptness
0
10
20
30
40
SATISFACTION (%)
50
60
70
STRATEGY CANVAS (TO-BE ² POST-IMPLEMENTATION) ON
CUSTOMERS' SATISFACTION TOWARDS COUNTER SERVICE OF
LUNDU HOSPITAL
Offering
RAISE
10
9
8
7
6
5
4
3
2
1
0
TO-BE ²
TO-BE ¹
AS-IS
TO-BE ¹
TO-BE ²
Value Factor (s)
CONCLUSION
The outcome of To-be post implementation exceeds the To-be pre-implementation, in
other word, exceeds beyond target set.
Significant improvement seen in the satisfaction response after several quick
implementations.
Blue Ocean Strategy proves to be an innovative tool to achieve desired result with low
cost but maximizing benefits.
Lastly, our objectives achieved with success through simple innovations at zero cost.
CONVERSION RATING TABLE
SATISFACTION PERCENTAGE RANGE (%)
NEW RATING
79.09 – 81.09
1
81.10 – 83.10
2
83.20 – 85.20
3
85.30 – 87.30
4
87.40 – 89.40
5
89.50 – 91.50
6
91.60 – 93.60
7
93.70 – 95.70
8
95.80 – 97.80
9
97.90 – 99.90
10
APPENDIX * FOR REFERENCE