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INFOSYS.110 BUSINESS SYSTEMS:
DELIVERABLE 2: BUSINESS SECTION
2014



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Name Andrew Student
NetID cste182
Group Number: 203
Website Link: http://infosys110group203.blogspot.co.nz/
Tutorial Details
Tutor: Day: Time:
Johnnie Shubert Wednesday 11am
Time Spent on
Assignment:
26 hours Word Count:

1648


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HOW MUCH LONGER?
INTRODUCTION
Hospital wait times are a prominent issue faced around the global, as seen in the average wait times
experienced by patients in countries like Malaysia and the USA. These times being two hours plus
(PubMed, 2011), and one hour plus (CDC, 2012) respectively. It is prominent in New Zealand, where
hospitals see over 57000 adults (Auckland DHB Emergency Department, 2004) and 32000 children
(Starship Childrens Health, 2014) every year. Average waiting times faced by patients in North
Shore, Whakatane, and in Christchurch hospital, are three hour and thirty minutes, two hours, and
two hours and forty five minutes respectively (New Zealand Parliament, 2013). This attributed to
emergency rooms being overwhelmed by patients seeking treatments in the wrong place. Patients
typically put off seeing their GP until it is too late and end up in hospital (Luscombe, 2012). Another
issue eating at our attention is that patients dont know how long their wait will be. They do not
know which is aggravates the situation. We wish tackle this issue by generating awareness through
the use of technology and information systems. We can effectively manage and create a more
efficient system in processing patients to create a more pleasant experience.
3.1 Vision
To provide a support system for healthcare providers to efficiently manage and improve the
administration process of patients around the world.
3.2 Industry Analysis:
Industry: The product belongs to the Healthcare Administration Industry.
Force: High/Low: Justification:
Buyer power: High Hospital emergency departments already have
existing systems implemented. Our customers will
have a variety of suppliers of these products or
methods to choose from.
Supplier power: Low We have an abundance of suppliers and manufactures
of pagers. We would have high bargaining power over
our suppliers, as we have the ability to easily switch as

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our product and the parts can be standardised.
Threat of new entrants: Low Knowlegde of the industry and how their systems
work is hard information to come by.
Threat of substitutes: High There are currently pre-existing systems in managing
the administration of patients. Hospitals may wish to
continue using these.
Rivalry among existing
competitors:
Low Systems are not easily changed, so powerful
knowledge and extentive research is required to get
hospital to use operational systems.
Overall attractiveness of the industry: It is appealing as this is an ongoing issue. People
continuously ask for new methods to improve the administrative processes, to help manage the
waiting times. With our new and non-intrusive device, we hope to add more competition into the
industry.
3.3 Customers and Thei r Needs
Our target customers are within the health spector, in particular hospitals. We hope to impliment
the solution in emergency departments of hopsitals to help relieve the waiting times and also
improve the efficiency in dealing with agitated patients.
This is important for our customers as they are typically handling customers that are able to sign in,
their triage grade are typically between four and five . These cases are either semi-urgent or non-
urgent. The pager will enable the patients to move about the hospital grounds, freeing them of an
uncomfortable seat. This will effectively relieve the discomfort experienced by patients and
effectively reducing how often staff are distracted.
3.4 The Product and Service
Our product is a pager, an electronic device that will beep, vibrate and light up, letting the patient
know that they are next in line. We have added a feature to the pager, not seen in typical pagers in
the restaurant industry, by adding a timer component. The timer component will produce an
expected time that the patients are expected to wait, taking into consideration the triage grading.

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Updating when a Resuscitation or Emergency case comes in or when lower graded patients have
been seen. The device provides a source of relief as gives a specific waiting time. It is the fact that
patients dont know that causes frustration and generates a problem.
3.5 Suppliers and Partners
For the product to be successfully created and maintained, we place an importance on building good
relationships with the manufactures of pagers as they manufacture the device, ready for us to
directly distributed to our customers. We also need to work closely with electronic specialists to
produce the ultimate device. They provide us with the specialist knowledge in electronics needed in
adding a timer component to the pager.
We hope to form good partnerships with health insurance companies like Southern-Cross as the
device we plan to implement will improve the efficiency of their systems and reduce the cost of
hospital trips. It is crucial that we establish a good relationship with training hospitals like
Christchurch Hospital, Middlemoore Hospital and Auckland City Hospital, to allow us to test the
pager to modify and critique it where necessary before the final pager it is dispatched to hospitals all
around New Zealand.
3.6 Strategy:
As a company, we are providing a specialised product never seen in the typical pager used in the
restaurant industry, by adding a timer component. This is better than what is currently available in
the market as it provides the patient with an up-to-date expected waiting times. This product is
aimed at all emergency departments in hospitals around New Zealand, eventually expanding out to
other countries around the world. This is deemed as a particularly large market.
Therefore, the strategy implimented is Differentiated.
3.7 Value Chain Activity:
The most important value chain activity is Service after Sale. It is critical that the paging system has
access to support twenty-four hours, seven days a week. This is in case if a fault occurs in the device.
It would need to be back up and operating as soon as possible if it will have any benefit to the
hospitals emergency department. Hospitals would be more inclined to purchase a device that came
with a support system from the company, as it guarantees that the product is reliable and
trustworthy in a place like a hospital, where every minute counts.

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3.8 Business Processes
3.8.1. CUSTOMER FEEDBACK MANAGEMENT PROCESS (CFMP) This is an important process as
feedback is needed to meet the ever changing needs of our customers, so the device can better suit
these needs and increase the demand for our device. The CFMP allows hospitals to effectively
communicate with us, telling us if there was an overseen problem, and provides us with suggestions
needed to better cater to their needs.
CFMP Model:





Start
A few weeks after the
pager has been
implemented, prompt an
email for optional
feedback
Administrator opens
email
Administrator agrees to
forum
End
Administrator returns to
work.
Administrator taken to
online feedback forum
and completes questions.
Goes back to work
Feedback sent to
customer support team
Is it a suggestion or
problem?
Send to Electronic
speci alists to modify the
pager
Send probl em to the
Maintenance Support
Team
Create an easy to
implement software
update
Send team member to fix
the problem/implement
the update
NO
YES
SUGGESTION
PROBLEM
Deci sion Support
System

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3.8.2. SOFTWARE I MPROVEMENT PROCESS (SI P) - From the process in Section 3.8.1 , it is to have
good communication channels with customers, to enable us to make software improvements to the
device. We want to encourage our customers to get the best possible use out to the device, allowing
them to continue to improve the management of the waiting times experienced and overall,
improve efficiency and lower costs. This will effectively improve customer loyalty and lead to the
retention of our customers. This process is not designed to test the device but rather improve the
overall experience, as this would have been done, earlier discussed in section 3.5, before sending
the final good to our customers.
SIP Model:
The Electronics Speci alist
Department receives
feedback from the forum
Start
End
Analyses feedback received
Specialist choose the top
three common features
Deci sion Support
System
What are the common
features needed/suggested?
Which is the most beneficial?
What is the best way to
implement the software
upgrade?
Send to the mai ntenance
team to implement into
hospital systems

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3.9 Functionalities
3.9.1. CUSTOMER FEEDBACK MANAGEMENT PROCESS:
Customer answers forum, sends the forum to the customer feedback team.
Customer feedback team collects forum answers, distributing it appropriately.
3.9.2. SOFTWARE I MPROVEMENT PROCESS:
Electronics team reads the answer submitted in forum.
Electronic specialist will be dispatched to ammend the problem.
3.10 Systems

3.10. 1. CUSTOMER FEEDBACK ANALYSI S SYSTEM This important system allows the results
collected and effectively distributed to the necessary departments of the business. This is so we can
better provide for our customers, by increasing the efficiency of analysising the feedback through
the correct categorisation of results and allowing improvements to be made to the devices and their
system more efficiently.
3.10. 2. SOFTWARE IMPROVEMENT SYSTEM This essential system allows us to effectively
improve the device that we will provide. This will achieve greater satisfaction received by our
customers as it targets their developing needs and improves customer loyalty, as we will be able to
directly address the suggestions given via the customer feedback system. This will lead to increased
satisfaction, and further improve the management of waiting times.
3.10. 3. MAINTENANCE SUPPORT SYSTEM The system will organise and address the issues faced
by our customer. This will be achieve by analysising the problem and sending a specialist out to the
hospital within 24 hours to fix the device(s) affected. This will fix the problem and generate further
satisfication experienced by the customer and further improving customer loyalty.

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3.11. Summary Table: Value Chain to Systems

Value Chain
Activity
Processes Functionalities Specific Information
System(s)
Broad Information
System(s)


Service
after Sale
1. Customer
Feedback
Management
Process
1. Customer answers forum, sends the forum
to the customer feedback team.

2. Customer feedback team collects forum
answers, distributing it appropriately.
Customer Feedback
Analysis System

Customer Feedback
Analysis System
Customer Relationship
Management

Enterprise Resource
Planning
2. Software
Improvement
Process
1. Electronics teams reads the answer
submitted in forum.

2. Electronics specialist will be dispatched to
ammend the problem.
Software Improvement
System

Maintenance Support
System
Decision Support Process


Decision Support Process

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CONCLUSION
Our vision is to provide a support system for healthcare provides to enable them to efficiently
manage and improve the administration of patients around the world, as a method to address the
global issue of waiting times in hospitals. With the aid of our important information systems and
processes addressed in sections 3.9 and 3.10, and the aid of technology through our device, we can
deliver value to these hospitals by allowing them to make better use of their time.This helps them to
effectively manage their administrative duties and addresses the patients need to know the
remaining waiting time. This reduces the amount of time dealing with customer complaints,
increasing efficiency and reducing costs. And in time, we hope this will develop to help reduce the
waiting in hospitals around the globe.

















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REFERENCES

Auckland DHB Emergency Department. (2004). Auckland DHB Emergency
Department. Retrieved from Auckland DHB Emergency Department :
Healthpoint :
http://www.healthpoint.co.nz/specialists/emergency/auckland-dhb-
emergency-department/
CDC . (2012, August 28). NCHS Data Brief. Retrieved from Products - Data Brief
s - Number 102 - August 2012:
http://www.cdc.gov/nchs/data/databriefs/db102.htm
Luscombe, J. (2012, August 2012). Long waits in Auckland's emergency wards.
Retrieved from Long waits in Auckland's emergency wards - Story - NZ
News - 3 News: http://www.3news.co.nz/Long-waits-in-Aucklands-
emergency-wards/tabid/423/articleID/263590/Default.aspx
New Zealand Parliament. (2013, May 8). 8. Hospital Emergency Departments
Waiting Times and Hospital Readmissions. Retrieved from New Zealand
Parliament - 8. Hospital Emergency Departments - Waiting times and
Hospital Readmissions: http://www.parliament.nz/en-
nz/pb/business/qoa/50HansQ_20130508_00000008/8-hospital-
emergency-departments%E2%80%94waiting-times-and-hospital
PubMed. (2011). Hospital waiting time: the forgotten premise of healthcare
service delivery? Retrieved from Hospital waiting time: the forg... [Int J
Health Care Qual Assur. 2011] - PubMed - NCBI :
http://www.ncbi.nlm.nih.gov/pubmed/22204085
Starship Children's Health. (2014). Starship Paediatric Emergency Department.
Retrieved from Starship Paediatric Emergency Department|Starship:
https://www.starship.org.nz/patients-and-families/directory-of-
services/Emergency/