Riverbend Orthopedics is a busy group practice with expanded services for orthopedic care. It has seven physicians and a podiatrist, plus about 70 other employees. At its big, new clinic building, Riverbend provides extensive orthopedic care. Several technicians provide diagnostic medical imaging, from basic X-rays to magnetic resonance images.

The physicians perform surgery in their own outpatient surgery center with Riverbend’s own operating nurses and technicians. Therapy is provided by three physical therapists and one part-time contracted occupational therapist. In addition to staff providing actual patient care, the clinic has staff for financial management, medical records, human resources, information systems/technology, building maintenance, and other administrative matters. Occasional marketing work is done by an advertising company.

Legal work is outsourced to a law firm. Riverbend is managed by a new president, Ms.

Garcia. She and Riverbend have set a goal of achieving “Excellent” ratings for patient experience from at least 90 percent of Riverbend’s patients this year.

Assume that Riverbend has received “Excellent” ratings from only 58 percent of its physical therapy patients. Many of these patients complain specifically about how much time their physical therapy appointments take.

Mini Case Study Questions MCQ1. Draw a detailed process map of a physical therapy appointment at Riverbend that had more steps, delays, and backups than necessary. Then draw a revised process map showing a faster, more efficient process for the appointment.

MCQ2. Explain to Ms. Garcia how Lean management could help Riverbend achieve its goal with physical therapy patients.