Due In 12 Hrs To Create A Workflow Process

To 2 Pagesapa Due 12hrs From Nowto Make A Workflow Process Flowchart

To make a Workflow Process Flowchart, begin by either creating one from scratch using PowerPoint, or downloading the Excel template from the link at the bottom of the ASQ website. To enable Macros when you download, save as "macro enabled excel template".

Define the current workflow process that pertains to information technology related to nursing clinical care or nursing administration.

Determine all individuals, departments, and groups involved in the process. These are referred to as "players."

Brainstorm the steps in the process. The specific sequence is less important than identifying all steps at this point, although thinking sequentially may help identify missing steps.

Construct the flowchart graphically, arranging rows or columns according to the associated work units (e.g., provider, nursing). Layout the process so that players working with each other are adjacent.

Arrange steps sequentially, placing the first step in the responsible player's lane. Subsequent steps should be placed further along to reflect the process moving forward in time, with each step in the responsible player's lane.

Draw arrows between steps to depict the flow of the process. For steps involving two players, create a second card to show the second player's perspective, e.g., "Mary receives a phone call."

Post the workflow and include a one-page instruction for staff covering:

• A description of the current workflow
• The intended improvements with information technology
• The revised workflow after changes, as shown in the template
• Necessary products or services to implement the changes
• The key internal or external "customers" affected by these changes
• Suggestions for staff to facilitate the change process

Paper For Above instruction

The development of an efficient and accurate workflow process is vital in healthcare settings, especially in nursing clinical care and administration, where timely communication and precise task execution directly impact patient outcomes. The goal here is to create a comprehensive and visually clear process flowchart that captures the current state and envisions future improvements through information technology (IT) integration. This exercise aids in identifying bottlenecks and streamlining processes to enhance efficiency, communication, and patient care quality.

First, the current workflow process must be clearly defined. For instance, consider the nursing documentation process during a patient admission. Currently, a nurse updates the patient's electronic record manually, then communicates critical changes verbally to the physician via phone call, and finally confers with the administrative staff to schedule diagnostic tests. This sequence involves multiple steps, departments, and communication modes, with potential for delays, miscommunications, or duplicated efforts. Documenting each step provides a baseline for improvement. The process should focus on information flows and manual tasks that could be streamlined with technological solutions.

Next, all individuals, departments, and groups involved—referred to as "players"—must be identified. These include nursing staff, physicians, administrative personnel, IT support, and possibly external labs or imaging centers. Recognizing their roles and interactions ensures that workflow changes are feasible and that responsibilities are clear. Engaging all stakeholders early increases buy-in and eases transition challenges.

Brainstorming the process steps involves listing every action within the workflow, regardless of order initially. For example, steps might include patient admission, nurse documentation, physician review, laboratory orders, results reporting, and discharge planning. Focusing on each step’s purpose rather than sequence allows identification of redundancies, omissions, or delays. Once listed, these steps can be organized into a logical sequence that accurately reflects the actual process flow.

Constructing the flowchart graphically involves selecting an appropriate layout—either rows or columns representing different work units such as nursing, physician, or administrative staff. Ideally, arrange tasks so that those working closely or sequentially are adjacent, enhancing clarity. For example, nursing tasks might be on the left, physician review in the middle, and administrative tasks on the right, if following a left-to-right flow. Displaying the process visually helps both understand current inefficiencies and design targeted improvements.

Arranging steps sequentially requires placing the first step in the responsible player’s lane, then successive steps further along to demonstrate the process’s temporal order. Each step should be represented by a card labeled with the specific action, such as "Nurse documents vital signs," "Physician reviews patient chart," or "Admin staff schedules tests." Consistency in placement emphasizes the process flow and aids in identifying potential bottlenecks or redundancies. For processes involving multiple players, cards must be paired or linked, with arrows indicating the flow—especially in cross-functional activities like a phone call from the nurse to the physician, depicted as "Nurse places call" and "Physician receives call."

After constructing the flowchart, it should be posted prominently for review and discussion among staff. A critical complement to the flowchart is a one-page instruction document for staff, which provides guidance on the workflow changes. This document should include a description of the current workflow, emphasizing pain points and inefficiencies. It should then outline the goals for improvement—specifically how IT solutions, such as electronic alerts, automated documentation, or integrated communication platforms, can streamline procedures and reduce delays.

The revised workflow, as depicted in the template, illustrates how technology automates or simplifies tasks—for example, automatic alerts for abnormal test results, electronic signatures, or shared dashboards accessible by all relevant parties in real-time. Additionally, the document should specify the products or services necessary to implement these improvements, such as upgrading electronic health record (EHR) systems, acquiring mobile communication devices, or integrating laboratory information systems (LIS) with EHRs.

Understanding who the key "customers" are—including patients, nursing staff, physicians, and administrative personnel—is essential, as the success of workflow improvements depends on their satisfaction and efficiency. Engaging these customers by soliciting feedback and demonstrating benefits encourages their cooperation.

Finally, staff can facilitate the change process by actively participating in training sessions, providing feedback on workflow issues, and adopting new tools willingly. Ongoing support, clear communication, and recognizing staff efforts ensure a smoother transition toward optimized processes, ultimately leading to improved patient care and operational efficiency.

References

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