CommonKADS Modelling Project for Emergency Medical Services - Assignment Example

CommonKADS Modelling project for Emergency Medical Services (EMS) Subject Number ISIT917 Subject Name: Business Intelligence and Knowledge Management Student Number Student Name Tutorial Day Tutorial Time: Tutor Due Date Date Submitted Declaration CommonKADS Modelling Project for EMS Table of Contents Declaration………………………………………………….……………..........…1 Table of contents………………………………................................…..................2 Introduction……………..……………..................................................................3 Figure 1:New service structure for EMS…………………....................................4 Table 1: Worksheet OM-organizational Model-1…………….……………...….5 Table 2: Worksheet OM-2……….……………………..……..........................…6 Table 3: Worksheet OM--3 ………. ……………….. …………………. …8 Table 4: Worksheet OM-4-………….……………….....................................……9 Table 5: worksheet-OM-5.…………………………….....……….…......………..10 Table 6: worksheet OM-6.………..……………………………...........................11 Table 7: worksheet OM-7……………….………………………………............12 Figure 2.:New data(information) flow processes.……………..............................13 Figure 3: New skills and management departments ………………….………...14 References…………….……………….............................................................15 CommonKADS Modelling Project for EMS Introduction This report seeks to introduce commonkads modelling at Emergency Medical Services. To do this the EMS model projects has been used to model the EMS services for improvement of the entire organisation. The new services will entail designing of new structure as well as specialized heart departments, customer care, Franchising general practitioners clinic ,outsourcing and many more skills related knowledge based systems from the commonkads modelling methodology. 1. The EMS Organization Model: Organizational Context Many problems are facing the Ems in terms of service management we have a poor service delivery, the service quality is also very bad and does not meet the expectations of the customers of EMS These problems are related to other departmental problems these are problems of departmental coordination problem, there are staff conflict problem and staff biases seem to influence triage. We have problems of patients who a re ignorant these patients have problems, which they do not call EMS in time and this, leads to deaths. We have problems of general practitioner who make the EMS service to blame when they delay patients leading to more deaths. The human relations problems are combined with problem of resource planning and human resources training problems at EMS .there are more problems related to financial management and financial problems at EMS. Theses problems are exacerbated by uncooperative drivers and paramedic who are super vised by nurses in different department while there is no formal relationship in the organisational structure. Headed by ambulance manager who does not control his team of drivers as they are controlled by the nurse dispatchers. This lead to problems of departmental conflict and is caused by problems of structure of Elimination of GP is a bigger problem than envisaged hence this report adopts the opportunity of extra solution to franchising EMS Heart operations to General practitioners. These problems lead too many opportunities of change. We have a chance to draw new design policies to eradicate these problems and each problems therefore gives us an opportunity to change every departments of EMS .this is complete changes which will come gradually due to Commonkads knowledge engineering at EMS. Many opportunities at this model mean that Ems is now an organisation with refocused mission and Vision. Figure 1. The new organisation structure of EMS EMS Manager  Customer care department (Receive calls & Triage)   Heart & Cardiac Department (Specialized)   EMS Franchise for General Practitioners & Patients Clinics and Patients Organization Model Problems and opportunities worksheet OM-1 Problems and opportunities There are many ways to know problems of EMS. One way is by examining the human resources at EMS. This means we have a human resources problem; we also have a financial problem at EMS. The financial problem will also mean there are related problems of logistical problems; these will lead to service problems. The service problem may be in terms of quality of service is it at the right times We also have a problem of time management. These problems are caused by skills amongst the staff at EMS. OPPORTUNITIES We have many opportunities at EMS .these are the following: Opportunity draw a new human resource policy Opportunity to design anew financial management policy Opportunity to design anew salary structure Opportunity to prepare a different power structure for EMS Opportunity to do organisational restructuring of EMS Opportunity to find how EMS service can be re-engineered using commonkads To prepare a staff training package for entire EMS Problem may be in terms of qua Organizational context Mission: to provide specialized assistance in eradication of death threatening emergencies External factors: psychological and sociological problems, illiteracy and ignorance of patients; patient irresponsibility and arrogance, poor Cultural and historical influences on medical issues. Major value driver: teamwork and customer service among all staff and care to patients. Solutions The elimination of GP is EMS chosen solution but we want to propose the following solution: Restructure the whole EMS operations to eradicate myriad problems of mismanagement, financial losses, bad practices and unplanned resource allocation and get other areas to grow the EMS to success. Table 1: Worksheet OM-1 2. Organization Model: The Variant Aspects: The various aspects represent symptoms of the mismanagement and poor organisational structure problems at EMS. There is duplication of power level and reporting procedures and this leads t separation of departments, which has increased the level of delays the EMS, should be separated from General and Social Sanitary Care, it should be autonomous so that it can be effective in discharging its duties through the people. In addition, it should not be which is a main section of the Municipal Medical and Sanitary Service. Two units are part of the EMS: the dispatch centre and the ambulance under the Municipal Medical and Sanitary Service but its needs to be complementary services. The autonomy will ensure it has given the information services department to convent it to its own uses in service delivery. There should be integration of functions formerly distinguished at the EMS: one single function of emergency only should integrate all staff .hence remove the emergency management functions and support functions. In addition, merge the departments, To discharge all processes into phases then one team only performing one process task of emergency. Design sub teams and committees to revise work flows, flaws, and processes fro improvement under the commonkads knowledge base Use resources by resource planning methodology and ensure power relations and public relations are streamlined to focus on strict disciplinary and financial structures as well as procedures of employment recruitments and selection of suitable staff with the requisite knowledge capacities for the future of EMS. Customer care issue should be uppermost in planning for people, resources as well as power relations at Ems and policies should be followed including professional ethics as well as moral ethics at both the working areas and at the patients areas to ensure emergencies are done and evacuation professionally handle to manage the public relations image of the EMS. Security measure are very important aspects of emergence cases there are robberies burglaries took advantage of sic patients and blame the on staff of EMS. Organization Model Variant aspects: worksheet OM-2 Structure (See fig. 2.1) Process Detailed in worksheet OM-3. See table 3. People These include security men the security guards or Security Company, both at EMS and at patient’s homes, traffic police officer at roadblocks, doctor’s general practitioners, parents and relatives of patients, the heart foundation staff, the staff at general practitioners clinic and the general public including politicians and health resources professional and entire government departments of health. , prison department in case patients are prisoners, embassies in patients are from foreign countries, Resources human resources including all the staff, staff at heart foundation and staff at general parishioners clinic, Mobile telephone, health videos,documentaries,vehicles for staff as well as ambulances, first aid kits, protective clothing for fire emergencies, fire extinguishers, emergency equipments,strecthers,healthh education posters and emergency stickers and t-shirts for heart campaigns. .IBM RISC/600/320 machines under UNIX, Knowledge Knowledge to do first aid, emergency skills knowledge, management knowledge for EMS managers,trainig skills for staff trainers, mechanic knowledge for drivers ,medical skills for those paramedics and nurses, computer knowledge for all staff and also drivers .counselling knowledge for all staff Culture & Power Build teamwork into all staff by training, allow integrity respect and staff relations through promotion planning and avenues for career growth, develop a career progression schedule for EMS. Set a new policy for administrative procedures and power structures for effective supervision of operations Table 2: Worksheet OM-2. 3. Organization Model: Process Breakdown This model summarises the main processes on which the modelling is based and in order to replicate the model to other departments. It is the core process of triage for heart patients and indeed, it is a big bottleneck in the course of saving lives since key decisions on whether a case is emergency or not depends on this model process. It has five sub-tasks, which are key to operations of the EMS. See Table below for a detailed analysis. Organization Model Process breakdown: worksheet OM-3 Ident. Task Performed by Where? Knowledge asset Kntensive Significance 1 Receiving calls from patients Doctors ,GP,paramedics,nurse GP clinic,Dispatch center Medical knowlege Intensive 5/5 2 Check symptoms of the patient Doctors, paramedic, nurse, specialist Home, Hospital & Dispatch center Medical knowledge Intensive 5/5 3 Dispatch an ambulance Nurse dispatcher and driver Dispatch center Information system Not intensive 5/5 4 Taking the ambulance to patient’s location Ambulance driver and paramedic Road & use of traffic regulations Geographical knowledge Not intensive 5/5 5 Physical examination of the patient Paramedic Doctor, specialist Home of patient, EMS centre, GP clinic Medical knowledge & experience Intensive 5/5 Table 3: Worksheet OM-3. 4. Organization Model: The knowledge Model (table 4): This knowledge model is designed to gauge the capacity of EMS and measure whether there is enough capacity to deal with the intended modelling of the services at EMS. It shows that there are only tow domains which knowledge assets are classified currently hence, there is serious shortage of enough skills at EMS. EMS must have or should search for customer care knowledge, franchise knowledge to franchise the general practitioner in order top enlist their bigger capacity and geographical spread of the GP. There should be specialise Heart Departments knowledge in order to deal effectively with the bottlenecks at EMS. SEE Table. 4. Below Knowledge Model Knowledge Assets worksheet OM-4 Knowledge Asset Possessed by Used in Right form? Right place? Right time? Right Quality? Medical knowledge & experience Paramedic.nurse, 2- Check symptoms. 5- Physical examination yes yes yes yes Geographical knowledge Paramedic /driver/nurse 4- Drive the ambulance to patient’s location yes yes yes yes Table 4: Worksheet OM-4. 5. The Task Model 1 OM-5 This is the main models task as it is the one concrernd with the main problem being modelled at EMS. This task of triage calls from GP and patients who call directly is very crucial as the key point of entry and starting pint for very heart attack and subsequent therapy. It all starts at the triage and its analysis is as shown her in the table 5 below: see table 5 below:- Also, see figure 2 & figure 3. Task Model Task Analysis Worksheet TM-I Task 2- Check symptoms of the patient Organization Paramedic,GP clinic,Nurse. Goal and Value To know who needs emergency coronary therapy Dependency and Flow Input task: -use traige knowledge Output task: -Save life of patinets Object Handled Input object: -Triage questionaire Output object: -IT system ambulance dispatch schedule Timing and Controls Frequency: - Always per each call. Telephone etiquette manners & telephone skills Agents Doctors, Nurse Dispatchers, Paramedics, Ambulance drivers. Knowledge and Competence - ParaMedical knowledge. -medical knowledge - Experience from previous calls. Resources -Coronary therapy kits - medical kits first aid and -Telephones line switchborad, -Time. - Information systems. - Ambulance. - Paramedic experience. Quality and Performances Ensure symptoms are accurate to save live of heart patients especailly those who need urgent coronary repurcurssion therapy. Table 5: Worksheet TM-1. 6. The Task Model 2 (table 6): This model is a further analysis of the subtasks within the core tasks and specific staff involve by analysing the staff capacity in terms of nature, format and availability of knowledge required to perform the task at EMS. A detailed itemised fine grits of the details that are related to required knowledge competence to perform. Only the GP has this capacity yet is an external agent of EMS. The GP can only be franchised as part of EMS penetration to its customers. This model shows lack of capacity to handle the cases at EMS and hence need urgent action to improve or overhaul the current system as they are not able to deliver effectively as this model has shown here below; See table 6 below:- Task Model Knowledge Item Worksheet: TM-2 Name Possessed by Used in Domain Medical Knowledge and experience. Nurse dispatcher. 2- Check symptoms of the patient. Acute Myocardial Infarction. Nature of the knowledge Bottleneck / to be improved Formal, rigorous Bottleneck To be improved Empirical, quantitative Bottleneck To be improved Heuristic, rules of thumb Bottleneck To be improved Highly specialized, domain-specific Bottleneck To be improved Experience – based Bottleneck To be improved Action – based Bottleneck To be improved Incomplete Bottleneck To be improved Uncertain, may be incorrect Bottleneck To be improved Quickly changing Bottleneck To be improved Hard to verify Bottleneck To be improved Tacit, hard to transfer Bottleneck To be improved Format of the knowledge Mind Bottleneck To be improved Paper Bottleneck To be improved Electronic Bottleneck To be improved Action skill Bottleneck To be improved Other Bottleneck To be improved Availability of knowledge Limitations in time Bottleneck To be improved Limitations in space Bottleneck To be improved Limitations in access Bottleneck To be improved Limitations in quality Bottleneck To be improved Limitations in form Bottleneck To be improved Table 6: Worksheet TM-2 7. The Agent Model (table 7): Agent Model Agent Worksheet AM-1 Name Nurse dispatcher. Organization The nurse dispatchwer need to get more skills in medical symptoms especialy heart attack synptoms Involved In Using triage to by Receiving calls, check patient symptoms over the telephone and dispatch the ambulance. Communicate with Senior manager, patients and Ambulance driver and paramedic. Knowledge Telephone and skills in communkication and listening skills Knowledge.etiquette of telephone usage, computer knowledge for IT scheduling tasks system used to produce dispatch schedule. Other Competences Customer care skills, teamwork skills, tactical, computer knowledge, good communicator, General knowledge, geographical knowledge. Responsibilities and Constraints Customer care skills, patient care and telephone etiquette skills, conflict resolution and negotiation skills. Medical knowledge responsible for dispatch, ambulance, drivers, and even security of the team out there in the filed at client premises and at hospital, security team also deals by the nurse. The nurse seems to be the function analysed the most in this model and hence it’s the function which has been affected the most in radical way. It needs new set of skills and instead of retrenchment they current need internal training to match vision and mission of EMS.. The EMS will only be as good as its team members. The best team will always beat the best strategy here at EMS. Table 7: Worksheet AM-1 Figure 2: New data flow (information processes) improved This figure shows the franchise structure, heart, cardiac, and customer care as the major improvement to accommodate and deal with the GP delay by incorporating their interests too take advantage of the knowledge capacity which complement the deficit at EMS. See fig 2 below EMS Franchise Computer Centre)  Heart & Cardiac Department (Specialized department)  EMS Customer care Department (Triage & General operations) Figure 3 – The new management skills and new department to deal with the deficit at EMS.this figure shows the skills that are seriously lacking at Ems and the respective departments to streamline operations .these are the customer care skills at all departments, human resources department, staff training to develop core competencies . The franchise-training department to deal with the increased workload at EMS due to increased call and triage problems and lack of organisational capacity. See figure 3.below: Customer Care Department  Human resource Department   Staff Training Department   Franchise Training Department Conclusion The commonkads tool has focused on the main tasks that have been modelled using commonkads models. As per the tables above and the figures for the new structures. There are many advantages that will accrues to the improvement of these tasks and the continuous improvement is the most important for the EMS organisation References Theodorus van ECK, Pascal Antonius, (2001), a compositional semantic structure for multi-agent systems dynamics, Issues, Pascal van Eck, Schreiber, G. 1956, Knowledge Engineering and Management: the Commonkads methodology, MIT Press, Cambridge, Massachusetts. “I declare that this assignment is original and has not been submitted for assessment elsewhere, and acknowledge that the assessor of this assignment may, for the purpose of assessing this assignment: Reproduce this assignment/ and provide a copy to another member of faculty; and/or Communicate a copy of this assignment to a plagiarism checking service (which may then retain a copy of this assignment on its database for the purpose of future plagiarism checking” Read More