Please have a look at the file.SystemsThinking_Assessment_3 Assessment Task and Context There are...

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Please have a look at the file.SystemsThinking_Assessment_3 Assessment Task and Context There are two approaches towards improving systems, short-term approaches that normally addresses the symptoms and rarely help understand and address the cause of the problem, and long-term approaches, which allow managers to address the real cause(s) of the problem. In this assessment, students will try to solve a practical problem by using Systems Thinking tools called System Archetypes combined with value stream mapping. Instructions Assessment 3 is about uncovering the complexities in operations management generally, identifying key themes, intended and unintended consequences and proposing a holistic solution to the problem using a Systems Thinking lens. The following scenario study provides you with a brief overview of a hypothetical problem. Be aware that the scenario provided may not cover every detail that you will need to address in the Written Report, in which case, you will need to conduct additional research, including further research on how emergency departments function in any hospital. Scenario Overview Consider yourself as part of a team responsible for managing the operations of an emergency department of a public hospital. The emergency department has received feedback from patients suggesting that the patient wait times need to be improved. The value stream map of the current operations is shown in the attached diagram. “You have been tasked with improving patient turnaround time by reducing the current time to half”. To complete the task you are required to “identify the various System Archetypes that affect the operations of the hospital and the emergency department itself” and based on the archetypes, develop a future State Value Stream Map of the emergency department. You will require to identify and critically analyse the intended and unintended consequences, recommending holistic solutions that will optimise the operations of the emergency department without compromising the performance of other functions of the hospital. Suggested format: Your written report should include all the following sections and sub-sections. Please make sure to number all sections and sub-sections. Executive Summary Table of Contents 1. Introduction/Background 2. Main Discussion 2.1. Analysis of the current state Value Stream Map of the emergency department based on system archetypes 2.2. Identification and analysis of the system archetypes that may impede performance 2.3. Recommended new State Value Stream Map with desired reduction in patient turnaround time 2.4. Discussion on Intended and unintended consequences of the modified system 3. Conclusion 4. Recommendations 5. References Students require to make significant references to the subject material and substantial wider reading. A minimum of five (5) academic-related (e.g. peer-reviewed journal articles, books chapters, university resources, conference papers) and a minimum of two (2) other references (e.g. newspaper articles, industry reports, and etc.) are required in this assessment. References to ‘Wikipedia’ or similar unsubstantiated sources will not be accepted. Students should use the assessment brief to guide what to include in the assessment and use the provided case study to help demonstrate understanding of the topic. Ensure that your MGT603 Assessment 3 is original and does not self-plagiarise any previous content written for other assessments. The submission must be in WORD document format and must contain a “signed” assessment cover sheet. Referencing It is essential that students use appropriate APA style for citing and referencing research. Please see more information on referencing here in the Academic Writing Guide found via the Academic Skills website. https://laureate-au.blackboard.com/webapps/blackboard/content/listContent.jsp?course_id=_20163_1&content_id=_2498847_1&mode=reset https://library.torrens.edu.au/academicskills/apa/tool https://library.torrens.edu.au/academicskills/apa/tool   12 May-1345-DeanBliss-TrackA rev1 Value Stream Map - Emergency Room Wait Out Patient  Registration Taken to ER  Room Nurse  Examines  Patient Doctor  Examines  Patient Nurse brings  Medical  Supplies  Doctor Treats  Patient Patient Goes  Home Patient  Hospital  Records Attending  Nurse Attending  Physician Material  Flow Information Flow Go to  Waiting  Area Wait Wait Wait Wait Insurance  Company Departing  Instructions Wait Available Room Patient history  Vital Statistics Patient history  Vital Statistics Treatment  Information Diagnosis &  Supply Needs Treatment  Information Insurance Info Nature of Injury Patient history Patient Info Patient ready  for Treatment Patient history  Vital Statistics Diagnosis &  Departing Inst. Departing  Instructions Source: http://image.slidesharecdn.com/12may1345deanblisstrackarev1-1324465696655-phpapp01-111221051739-phpapp01/95/lean-what-is- it-and-how-does-it-work-22-728.jpg?cb=1324445291 http://image.slidesharecdn.com/12may1345deanblisstrackarev1-1324465696655-phpapp01-111221051739-phpapp01/95/lean-what-is-it-and-how-does-it-work-22-728.jpg?cb=1324445291

Anurag · Accepted Answer

Value Stream Map		4
VALUE STREAM MAP
Table of Contents
Executive Summary:	3
Introduction	4
Main Discussion:	5
Identification and analysis of the system Archetype that may impede performance	5
Analysis of the current State Value Stream Map of the emergency department based on System Archetypes	6
Recommended new State Value Stream Map with desired reduction in patient turnaround time	8
Discussion on Intended and unintended consequences of the modified system	9
Conclusion	10
Recommendation	10
References	12
Executive Summary:
Due to the nature and request of their specialty, the crisis branch of a public medical clinic has been open 24 hours every day, seven days per week. In any case, crisis offices have of late gotten input from their patients showing that they actually need to further develop their patient arrangement stand by times. Since there isn't a moment to spare at a trauma center, stand by times ought to be kept to a base. To limit stand by times, it is important to survey clinic and crisis office activities and plan a viable value stream map. The review will analyze the current design to distinguish regions that might be worked on to meet the objective. The arrangement will be introduced utilizing a frameworks thinking strategy, and unambiguous qualities for the different occasions will be laid out. Proposals that help the structure and make a practical arrangement will be given.
Introduction
Since the public sector has generally given public merchandise that the private area has considered unfruitful, the arising pattern of supervising public clinical offices through an outer corporate course of action makes a few genuine worries. The structure upkeep and yield points of secretly managed public crisis facilities are guessed to get progressively like those of monetary supporter asserted crisis centres. A public emergency clinic is under a lot of tension with regards to tasks and other administration frameworks. Notwithstanding, they should deal with everything as quickly as possibly since patients request prompt treatment, and there is a ton of tension in the trauma center to deal with every patient as per their condition. The main point of contention here is that this public clinic utilizes a worth stream map, however patients would like them to upgrade their stand by time since they have should sit tight for broadened timeframes, which isn't fitting for an intense ward. VSM (value stream map) is a lean procedure that utilizes a flowchart to portray each period of the cycle. 
VSM is considered by many lean professionals to be a basic apparatus for distinguishing waste, diminishing interaction process durations, and executing process change. VSM is a working environment effectiveness arrangement that incorporates material handling processes with information move, as well as other significant information. VSM is a basic lean device for each organization hoping to plan, carry out, and improve its lean excursion. The central question here is that this public clinic utilizes a worth stream map, however patients would like them to upgrade their stand by time since they have should hang tight for broadened timeframes, which isn't fitting for an intense ward. VSM (value stream map) is a lean strategy that utilizes a flowchart to portray each period of the interaction. VSM is considered by many lean specialists to be a basic device for distinguishing waste, lessening process durations, and executing process change. VSM is a work environment effectiveness arrangement that coordinates material handling processes with information move, as well as other pertinent information. VSM is a basic lean apparatus for each organization hoping to plan, execute, and improve its lean excursion. 
Main Discussion: 
Identification and analysis of the system Archetype that may impede performance 
The central question here is that this public clinic utilizes a worth stream map, yet patients would like them to upgrade their stand by time since they have should sit tight for expanded timeframes, which isn't fitting for an intense ward. VSM (esteem stream planning) is a lean procedure that utilizes a flowchart to depict each period of the cycle. VSM is considered by many lean specialists to be a basic device for distinguishing waste, diminishing interaction process durations, and carrying out process change. VSM is a working environment effectiveness arrangement that coordinates material handling processes with information move, as well as other pertinent information. VSM is a basic lean instrument for each organization hoping to plan, carry out, and improve its lean excursion (Rosso & Saurin, 2018).
• Moving of Patients
Moving is one of the most basic variables in a clinic's work process, and it should be done rapidly and productively,

SystemsThinking_Assessment_3 Assessment Task and Context There are two approaches towards improving systems, short-term approaches that normally addresses the symptoms and rarely help understand and...

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