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Use the following information for problems 1, 2, and 3. David Jones, the new administrator for a surgical clinic | Homework Help

Use the following information for problems 1, 2, and 3.David Jones, the new administrator for a surgical clinic, was trying to determine how to allocate his indirect expenses. His staff was complaining that the current method of taking a percentage of revenues was unfair. He decided to try to allocate utilities based on square footage of each department, administration based on direct costs, and laboratory based on tests. Use the information in the chart below to answer problems 22, 23 and 24.Square Footage Direct Expenses Lab Tests Utilities $200,000 Administration 2,000 500,000 Laboratory 2,000 625,000 Day-op Suite 3,000 1,400,000 4,000 Cystoscopy 1,500 300,000 500 Endoscopy 1,500 600,000 500 Total 10,000 $ 3,375,000 5,0001. What are the Day Op Suites total expenses?2. What are the Cystoscopy Departments total expenses?3. What are the Endoscopy Departments total expenses?Use the following information for questions 4, 5, and 6.Your hospital has been approached by a major HMO to perform all their MS-DRG 470 cases (major joint procedures). They have offered a flat price of $10,000 per case. You have reviewed your charges for MS-DRG 470 during the last year and found the following profile:Average Charge $15,000 Average LOS 5 Days Cost/Charge Variable Cost % Routine Charge $3,600 0.80 60Operating Room 2,657 0.80 80 Anesthesiology 293 0.80 80 Lab 1,035 0.70 30 Radiology 345 0.75 50 Medical Supplies 4,524 0.50 90 Pharmacy 1,230 0.50 90 Other Ancillary 1,316 0.80 60 Total Ancillary $11,400 0.75 504. In the above data set, assume that the hospitals cost to charge ratio is 0.80 for routine services and 0.75 for all other ancillary services. Using this information, what would the average cost of MS-DRG 470 be?5. Estimate the variable cost per MS-DRG 470 using the departmental cost/charge ratios and variable cost percentages.6. The HMO in the above example has indicated that their doctors use less expensive joint implants. If this less expensive implant is used, your medical supply charges would be reduced by $2,000. What is the estimated reduction in variable cost?Use the following information for problems 7, 8, and 9.You have been asked to establish a pricing structure for radiology on a per-procedure basis. Present budgetary data is presented below:Budgeted Procedures 10,000 Budgeted Cost $400,000 Desired Profit $80,000It is estimated that Medicare patients comprise 40 percent of total radiology volume and will pay on average $38.00 per procedure. Approximately 10 percent of the patients are cost payers. The remaining charge payers are summarized below:Payer Volume % Discount % Blue Cross 20 4 Unity PPO 15 10 Kaiser 10 10 Self Pay 5 40 50%7. What rate must be set to generate the required $80,000 in profit in the preceding example?8. If the forecasted volume increased to 12,000 procedures and budgeted costs increased to $440,000, while all other variables remained constant, what price should be established?9. Assume that the only change in the original example data is that Blue Cross raises their discount to 20 percent. What price should be set?10. Calculate the breakeven price from the following information. quantity of services = 3,000 fixed costs = $45,000 average cost per unit = $150.00 required profit = $30,000

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Next A recent report from the Centers for Disease Control and Prevention indicates that over the past decade trips to emergency departments (ED) rose 20 percent, while the number of available emergency centers fell by 15 percent. Another study from the American Hospital Association indicated that 62 percent of hospitals feel they are at, or over operating capacity. That number jumps to 90 percent when considering Level 1 Trauma Centers and larger (300+ beds) hospitals. These statistics are frighteningly familiar to many hospitals and patients. The pressures are mounting, and a faltering economy has swelled the ranks of uninsured people who often rely on the local ED for primary care. Countless emergency departments are literally on life support as they try to cope with capacity issues and workforce shortages. Preparing for or responding to emerging threats such as bioterrorism and SARS only increases the strain on the system. In hospitals across the U.S., EDs face a similar story of delays and dissatisfactionfrom both patients and clinicians. Not all the news is bad, however. Some hospitals are finding new ways to overcome the challenges and create safer, more efficient environments. Through a combination of Six Sigma and Lean, hospitals are targeting critical aspects of patient flow, patient access, service-cycle time, and admission/discharge processes. A growing number of hospitals are taking steps to identify and remove bottlenecks or inefficiencies in the system. As a result, they are seeing a positive impact on patients, staff, and the bottom line. By using the principles you have learned in the Six Sigma Black Belt course we want to decrease door to doctor time in our ER to hopefully reduce the number of people who get tired of waiting and leave without treatment. In fact, last year of the 43,800 patients awaiting treatment, 6.3% left without treatmentessentially because they were dissatisfied with the wait time. The nations emergency care network must remain strong not only to maintain its ability to serve basic community needs, but also to ensure it will have the necessary capacity and processes in place to respond quickly during a crisis. The deadline for having all project deliverables 100% correct is 7 days prior to the end of the course | Homework Help »

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