Knowledge Tool Project Modeling for Emergency Medical Services - Case Study Example

Knowledge tool project modelling 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 “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” Knowledge tool project modelling for Emergency Medical Services (EMS) Table of Contents Declaration………………………………………………….……………..........…1 Table of contents………………………………................................…..................2 Introduction……………..……………..................................................................3 Table 1: Worksheet OM-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 1:New service structure for EMS…………………....................................4 Figure 2. New data (information) flow processes.……………..............................13 Figure 3: New skills and management departments ………………….………...14 References…………….……………….............................................................15 Knowledge tool project modelling for Emergency Medical Services (EMS) Introduction This is a report on the implementation of a knowledge tool project modelling at EMS. Analysis of the mains tasks and problem solving opportunities will be explored using the commonkads and areas for improvement as well as areas which nee radical shake will be analysed in details from tasks to subtasks in an attempt to describe the actions needed to be modelled into routine knowledge based systematized tool. This tool will then trigger organisations practices through out the organisation for continuity ands sustainability of service standards… 1. The EMS Organization Model: Organizational Context EMS is government-financed organisation funded directly from the government and supported marginally by the heart foundation in terms of heart ailments. The EMS has been riddled with serious delays in emergency operations leading to regrettable deaths In order to solve the problem the management intends to implement the commonkads knowledge based system tool to be able to diagnose she service gaps and to fill the knowledge deficit from the intended solution of elimination the core callers the general practitioners who hold specialist diagnosis capacity inn regards to heart attack symptoms. The solutions to problems in the EMS are analysed and these have been part of this tools shown on the table below TABLE OM-1 Organization Model Problems and opportunities worksheet OM-1 Problems and opportunities PROBLEMS The problems and opportunities represented at EMS are based on poor skills, coordination pas well as organisational change .it seems the EMS has old structures and the staff are majority are old and almost moving into their retirement ages, these are not used to the increased populations which has led also to more medical emergencies over time. In addition, the government is not going to add to the budget of EMS by employing more staff members hence it important for EMS to find innovative ways of solving problems without increasing the expenses. This is a hard way in which the best solution is to use commonkads modelling to get the most systematic task identification for evaluation and monitoring over time. OPPORTUNITIES Opportunities involve the new ways of doing service to the people due to new technology and management research results, which combined with commonkads modelling gives the synergistic product development at EMS. . Organizational context Vision: to be the best emergency service in the world Mission: To provide emergency service at world standards globally External factors: the government, the heart foundation and insurance for medical policy covers claims processes, Solutions PROPOSED SOLUTIONS This situation presents many avenues for different solutions including elimination of DELAYS IN EMERGENCY TREATMENT. Here we may look at the problem, which’s delays caused by always two people, the patient and the general practitioner. ADDITIONAL SOLUTION The additional solution is to organise fundraising to donor to purchase helicopters ambulance for faster evacuation patients and let the general practitioners still be available 2. Organization Model: The Variant Aspects: This model captures the people who work at EMS, the structure, the processes as well as power structures and Resources needed to discharge core e functions of EMS; it gives us a whole scan of the EMS. TABLE OM-2 Organization Model Variant aspects: worksheet OM-2 Structure (See fig. 2.1) Process Detailed in worksheet OM-3. See table 3. People They are the public, EMS staff and patients Resources These are buildings land vehicles helicopters and otter ambulances as well as human resources. Knowledge Generally, all the staff who works at EMS must be professionally trained including the drivers so that tee computerisation of the commonkads knowledge base can be fully implemented .medical knowledge as well as emergency and evacuation skills are very important as EMS. Culture & Power The culture of the staff at Ems needs to be changed so that power line s can be clear-cut. There are May informal power lines and this includes supervision of dispatch when the driver and the paramedic do not report to the the dispatchers formally but are supposed to work informally with them 3. Organization Model: Process Breakdown This is the task table where all task are analysed. The EMS has only five major tasks in any emergency. We need to find ways of putting in place the other task, which are not included because they equally involve the same team of staff. They range from re cei ving calls, doing triage, counselling the patient and advising the patients and arranging fro an ambulance to take patient o hospital and to commence coronary repercussion therapy in case of heart attack. These details are shown on the table 3 below. TABLE OM-3 Organization Model Process breakdown: worksheet OM-3 Indent. Task Performed by Where? Knowledge asset Knowledge intensive Significance 1 Receiving calls from patients Social worker, Nurse and other staff EMS, any professional staff Counselling knowledge, medical knowledge Intensive Very significant 2 Check symptoms of the patient Nurse, doctor, professional, social worker Home, EMS. Hospital Counselling knowkedgeMedical knowledge Intensive Very significant 3 Dispatch an ambulance Nurse, social worker, and Drivers, paramedics Dispatch centre Geography of knowledge, computer skills Intensive Very significant Very significant 4 Taking the ambulance to patient’s location Social worker, driver, paramedic Road & use of traffic regulations Geographical knowledge and traffic rules Intensive Very significant 5 Physical examination of the patient Socioalworker, Doctor Specialist Area of work of patient, or home or road Medical knowledge Intensive Very significant 4. Organization Model: The knowledge Model At EMS, there are May sets of skills and these sets are increasing by the day. The polliwog work at need more skills and these include social work skills.thi smodel table 4 sets out to measure in an accurate manner the knowledge assets and those who possess it with a vies to confirm whether skills are aligned and match the level of application of knowledge where they are mostly needed. This looks at whether the asset knowledge is at right form and even the right time, quality and place. This therefore incorporates an element of procedures and time management schedules and organisational charter of service delivery milestones and benchmarks form EMS. The Table. 4. is here below TABLE -OM-4 Knowledge Model Knowledge Assets worksheet OM-4 Knowledge Asset Possessed by Used in Right form? Right place? Right time? Right Quality? Medical knowledge & experience Socialworker, Nurse, 2- Counselling and symptoms. 5- Examination of patients NO NO No No Geographical knowledge Nurse, doctors, drivers, Social worker 4- Fly helicopter or drove ambulance to patient’s area NO NO NO NO 5. The Task Model 1 OM-5 This model analyses the major task, which is core to operations at EMS by level of organisation of the task, the goals in bits execution ands objectives for very action in the task. It also shows us the dependencies and workflow so that the task process is seen from start to finish as a process with input and output. Tit shall also illustrate timing and controls about the task s. Due to the multiple task we shall deal with symptoms checking tasks, then we shall focus on the nurse who does the task and see the knowledge skills whether thy match the requirements of this job and if so, we recommend immediate recruitment of competent staff. Also, see figure 2 & figure 3. Task Model Task Analysis Worksheet TM-I Task 2- Check symptoms of the patient Organization Proper diagnosis by a doctor Goal and Value To save the lfe of those in danger of death from accidents or heart attacks Dependency and Flow Input task: caller, traffic police, or accident scene people or where heart attack occurred Output task: -Save life of patients and evacuate accident victims as well as heart attack victims Object Handled Input object: Coronary repercussion therapy procedures Output object: specialized knowledge by doctor Timing and Controls Frequency: - very case is unique Counselling and customer care charter to be followed strictly Agents All staff and citizens are agents who are stakeholders in saving lives. Knowledge and Competence General medical knowledge and social work skills as well a counselling knowledge. Resources Mobile phones thermometers Vehicles Time Helicopter ambulance. AIR RESCUE SERVICE Quality and Performances Ensure quality health practices and procedures as per health standards and ethics Table 5: Worksheet TM-1. 6. The Task Model 2 -OM-6 This is where we get to nitty gritty of knowledge parameters in terms of capacity of the staff involved. It will uncover the bigger picture of the failure of EMS in terms of skills and expose a very big knowledge deficit that otherwise could have been thus discovery is due to the tool of commonkads which ensures a tailor-made focus on tasks analysis as well as process analysis. Here the analysis in this table is the knowledge itself. It give used the challenge to go to the drawing board and start planning form the whole organisation. This will ensure survival otherwise there will even more increased and mortality and morbidity. TABLE-OM-6 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 Train staff during transition Formal, rigorous Wrong skills Train staff during transition Empirical, quantitative Wrong skills Train staff during transition Heuristic, rules of thumb Wrong skills Train staff during transition Highly specialized, domain-specific Wrong skills Train staff during transition Experience – based Wrong skills Train staff during transition Action – based Wrong skills Train staff during transition Incomplete Wrong skills Train staff during transition Uncertain, may be incorrect Wrong skills Train staff during transition Quickly changing Wrong skills Train staff during transition Hard to verify Wrong skills Train staff during transition Tacit, hard to transfer Wrong skills Train staff during transition Format of the knowledge Mind Wrong skills Train staff during transition Paper Wrong skills Train staff during transition Electronic Wrong skills Train staff during transition Action skill Wrong skills Train staff during transition Other Wrong skills Train staff during transition Availability of knowledge Limitations in time Wrong skills Train staff during transition Limitations in space Wrong skills Train staff during transition Limitations in access Wrong skills Train staff during transition Limitations in quality Wrong skills Train staff during transition Limitations in form Wrong skills Train staff during transition Table 6: Worksheet TM-2 7. The Agent Model (table 7): Agent Model Agent Worksheet AM-1 Name Nurse dispatcher. Organization Customer care skills, counselling and medical skills needed Involved In Operations management and administration duties and supervision of ambulance drivers and paramedics doctors. Communicate with All members who visit or call the EMS including patients Knowledge Computer literate Knowledge of amazement skills Administrative knowledge Medical knowledge Other Competences Fast typing computer skills, Foreign language to handle foreigners is an advantage e.g. French,Japanese,Germany Responsibilities and Constraints Responsibilities involve supervision of driver’s paramedics and sec urity personnel as well as triage and dispatch of ambulance or helicopter ambulance/air rescue Table 7: Worksheet AM-1 Ms Figure 1. The new organisation structure of EMS, Thus has structures which are Air rescue, social world division, medical insurance fund claims fir medical expenses as well as EMS heart Division. AIR RESCUE CENTRE  SOCIAL WORK DIVISION   MEDICAL INSURANCE FUND AND CLAIMS FOR MEDICAL EXPENSES   EMS HEART DIVISION Figure 2: New data flow (information processes) improved This show how treatment and rescue are combined to produce some synergy of product fro efficient data flow at EMS See fig 2 below Air rescue operations Centre)  Heart clinic  General Emergency operations (Triage & General operations) Figure 3 – this figure shows us some of the areas to focus the EMS in the future these are Insurance and medical cover payments and claims processing for patients. Public relations office, counselling area and EMS donor coordination programme. See figure 3. Below: Insurance and medical payments  Public relations office   Counselling area   Ems donor coordination programme 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. Read More