Through improved reporting, service center personnel enact a more productive workflow. With this workflow in place, Claro’s customers will experience increased response time for both general and emergency inquiries.
The Fort Belvoir Community Hospital outpatient pharmacy has changed its ticketing procedure to simplify the pick-up process for 40,000-plus prescriptions it fills each month. Taking full advantage of the prescription processing system, Q-flow, patients no longer wait in line for a staff member to issue a ticket. Now, the first stop for patients entering the pharmacy is a ticketing kiosk.
The computer-based system has been successfully tested and used at Fort Carson’s Robinson Family Medicine Clinic since 2009. It is also in use or being fielded at over 13 Army and Navy installations including Joint Base Lewis- McChord and Forts Riley, Benning, and Drum, and at Fort Sam Houston, as well as civilian hospitals throughout the United States. “We’re always looking for new and better methods to improve our patients’ healthcare experience,” said hospital Commander Col. Jimmie 0. Keenan. “We expect the new Q-Flow system to reduce all our patients’ wait times.”
Efforts continue to implement the Q-Flow system throughout Guthrie and to all services within USA MEDDAC-Fort Drum.
BREMERTON, Wash. (NNS) — Naval Hospital Bremerton’s (NHB) implementation of the Queuing system on Jan. 16 is providing a more convenient and organized prescription distribution process for both the patients and the staff at the busy Pharmacy.
COLUMBIA (AP) — The South Carolina Department of Motor Vehicles is using new information on its website, television screens in its waiting rooms and multiple greeters at its largest offices to help cut wait times for customers. “Just take a look at the website before you go, and you will find out what your wait time is supposed to be,” said DMV executive director Kevin Shwedo.
Until 2009, students at Asheville-Buncombe Technical Community College (N.C.) could wait as long as two hours to be seen by a counselor in student services, which includes the offices of admissions, advising, financial aid, and the registrar. After signing in on a sheet of paper in one of the four offices, students waited to be seen. Sometimes they were then referred to another office, where they got in the back of the line. The process was not only time-consuming, but frustrating.
Background: In Western North Carolina, Buncombe County covers 600 mountainous square miles. Out of the county’s 238,000 citizens, 120,000 utilize the county’s Social Services and Public Health departments. In 2006 Buncombe County identified a major strategic goal: combining its Social Services and Public Health departments into a single, integrated location. This would allow the county to more efficiently utilize their resources and more effectively link clients to the services they needed, and hopefully achieve better outcomes. Improving these outcomes would serve to meet another strategic goal for the county: significantly decreasing public health costs across the whole community.