Keep Patients Waiting?

Not in My Office

1. What features of the appointment scheduling system were crucial in capturing

“many grateful patients”?

The mechanism for making appointments was based on reserving times that were defined
in advance; no remarks like "come in an hour" were permitted. Additionally, the doctor
and the patients made sure that they followed the visits' stringent time constraints.
Schedules also forbade phone calls, but they had to be brief when they were absolutely
essential. Additionally, in order to avoid interfering with other schedules, latecomers
(those past 10 minutes) were required to wait according to the appointment timetables.
The doctor and his assistant advised the patients whether to wait or schedule fresh
appointments in the event of an emergency. Three reminders were given before warning
letters were sent to those who missed their appointments.
2. What procedures were followed to keep the appointment system flexible enough to
accommodate the emergency cases, and yet be able to keep up with the other
patients’ appointments?
A fifth room was set aside for urgent situations. When a patient's case is concluded before
the allotted time has passed, the doctor will cram in time for an emergency reaction. The
doctor would typically rush to finish the emergency before going back to see the patients
for their appointments. Patients are urged to wait or reschedule their appointments if there
is an emergency that may require more time. The aides were under strict orders to hold
spaces aside for those with serious ailments.
3. How were the special cases such as latecomers and no-shows handled?

4. Latecomers who arrive

within 10 minutes of their
 schedules were attended.
However,
5. those who arrived past the
10-minute mark were made
to wait. Those who arrived at
exactly 10
6. minutes were warned not
to be late again. The ‘no
shows’ were reminded of
their appointments
7. via the telephone and
recorded in their charts.
Those who failed to show up
or were not reachable
8. for a third time were
served with warning letters
Within 10 minutes after their scheduled arrival, latecomers were attended. Those who
arrived beyond the allotted 10 minutes, however, had to wait. They were told not to be
late again if they arrived at precisely ten minutes. The 'no shows' had their appointments
called back and were noted in their charts. Warning letters were sent to anyone who
missed the appointment or couldn't be reached a third time.
4. Prepare a schedule starting at 9 A.M. for the following patients of Dr. Schafe.
Johnny Appleseed, a splinter on his left thumb. Mark Borino, a new patient. Joyce Chang,
a new patient. Amar Gavhane, 102.5-degree (Fahrenheit) fever. Sarah Goodsmith, an
immunization. Tonya Johnston, well-baby checkup. JJ Lopez, a new patient. Angel
Ramirez, well-baby checkup. Bobby Tool right, recheck on a sprained ankle. Rebecca
White, a new patient. Dr. Schafer starts work promptly at 9 A.M. and enjoys taking a 15-
minute coffee break around 10:15 or 10:30 A.M. Apply the priority rule that maximizes
scheduling efficiency. Indicate whether or not you see an exception to this priority rule
that might arise. Round up any times listed in the case study (e.g., if the case study
stipulates 5 or 10 minutes, then assume 10 minutes for the sake of this problem)