Workflow Modeling Widely Types Businesses, Including Health

Workflow modeling widely types businesses, including health care organizations, visually summarize steps complex processes systems. When constructing a workflow model, important ensure model accurately reflects actual steps a process.

Workflow diagrams: Improving the workflow diagram

"Workflow modeling is basically the process of simplifying reality" (Malhotra, Jordan, & Patel 2005: 1). While the creation of a workflow diagram can never perfectly mirror reality, through this simplicity it is hoped that the tasks delineated can be eased. With a bare-bones presentation, "workflow, role players, devices, protocols and communications" are better understood and problems which can occur in the chain of causal links between these actors are identified and streamlined via a diagram.

Workflow modeling is based upon a systems approach to rectifying organizational problems, versus a patch approach where only the obviously wrong component of the system is addressed while the rest are left intact. While the patch approach might seem to be cheaper and easier, often the 'wrong part' was generated not in isolation but as a result of overall faulty system performance. Critical to an effective workflow are "understanding how the setting in question operates and how the users, devices and IT systems interrelate to each other while operating under the organizations policies. It also involves researching the nature of errors, starting from the cognitive mechanisms operating in the user's minds prior to, during the evolution of and at the completion of the error" (Malhotra, Jordan, & Patel 2005:2).

The fact that workflow diagrams are designed to reduce errors, however, is one of the problems inherent to the Deerborne Dialysis supply management model. The model assumes that errors may be made in terms of sending supplies to the facilities. Then the entire order must be sent back and repackaged. This is inefficient and causes needless delays. Instead, fail-safe mechanisms and procedures must be instituted to ensure that there is little likelihood of incorrect orders being sent in the first place. The fact that such a mechanism has been created implies that such mistaken orders have been frequent in the past. However, rather than attempting to rectify the mistaken orders before they take place, instead the workflow plan simply creates fail-safe mechanisms after the fact, causing delays.

Confusion is also reflected in an inaccurate graphic on the workflow diagram itself. After the block reading 'check shipment' there are arrows pointing to 'cross-check shipment' and 'check supplies.' In fact, every order involves cross-checking the shipment to see if it was accurately sent. If it is not correct, then there should be an alternate arrow after 'cross-check shipment' to indicate 'send order back' and an arrow for a correct order indicating 'a final cross-check' and a 'stock shelves.' This is not clear from the current diagram -- instead there is only a mysterious square noting the need to reconcile the shipment and an arrow pointing back to the square labeled 'unpack shipment.'

Another problem is that there are entirely non-contiguous sections of the workflow. For example, there are two squares literally hanging out 'in outer space' labeled 'bill to clinic accountant' and 'pay supplier.' However, the billing and payment is part of the workflow, regardless of whether it is actually conducted by the nurse and should be included in the diagram. Payment is a critical part of the workflow process and cannot be ignored, given that it is left an open question in the workflow whether payment occurs before shipment, after shipment, and if an inaccurate shipment is sent.

In terms of the organization's actual standard operating procedures, the nurse gives the supply bill to the clinic's accountant, who ensures that the medical supplier receives payment. The fact that a third party is involved in the financial transactions between the nurse and the shipping center is likewise not referenced in the workflow diagram. It is important that workflow diagrams denote the people who are performing the actions as well as the sequencing of the actions themselves but the current diagram does not do this. The box 'medical supplier' seems to refer to the fact that it is the supplier that sends the order but this only increases the confusion that results from reading the diagram given that the box is not connected to a specific process.