Zamboanga Hospital plans to use the activity-based costing to assign hospital indirect costs to the care of patients. The hospital has identified the following activities and activity rates for the hospital indirect costs: (Refer to image) Determine the activity cost associated with Patient 2. a. P1,388 b. P 908 c. P1,816 d. P4,555
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Zamboanga Hospital plans to use the activity-based costing to assign hospital indirect costs to the care of patients. The hospital has identified the following activities and activity rates for the hospital indirect costs: (Refer to image) Determine the activity cost associated with Patient 2.
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- Revenue Cycle and Collections Instructions The revenue cycle and the phases of the life cycle of patient accounts and collections. select and answer one of the following questions: 1. What are the steps in the revenue cycle? 2. Discuss the collection process 3. Describe the statements, dunning notices, and rules regarding the collection process.Turn around time in an operating room of a hospital Turn around time (TAT) is a measure of the length of time from the end of one surgery in an operating room to the beginning of the next surgery. Improving TAT improves the operating room efficiency by allowing more surgeries to be performed per day. TAT involves: sterilizing the operating room. setting up equipment and supplies for the next patient. preparing the next patient for surgery. The average times associated with TAT activities were determined as follows: Sterilization IS min. Equipment and supply setup 10 Patient preparation 15 Total TAT 40 min. Each activity is performed in the operating room sequentially so that the total TAT averages 40 minutes. A process improvement team determined that the TAT could be improved by moving some of this activity outside of the operating room, thus allowing these activities to be done simultaneously. Sterilization must be done in the operating room, so this activity was not changed. However, equipment and supplies were prepared in a room outside of the operating room while sterilization was proceeding. The equipment and supplies were placed on a rolling cart, and then rolled into the operating room and staged for the next surgery. In addition, the improvement team determined the patient could be prepared outside of the operating room by using a small room for patient preparation. When the operating room was ready, the patient could be rolled in on a rolling bed and staged for the procedure. As a result of these changes, the total equipment and supply setup only consumed 2 minutes in the operating room, while the total patient preparation only consumed 3 minutes in the operating room. A. Determine the revised TAT of the new process. B. What is the ratio of TAT improvement between the old and new processes? C. If the average surgical lime took 40 minutes, how many additional surgeries could be performed in an eight-hour day as a result of the new process?Table 7. Twenty leading principal reasons for outpatient department visits: the United States, 2009 All visits ... 96,132 Progress visit, not otherwise specified:9,052 General medical examination: 5,762 Cough: 2,638 Counseling, not otherwise specified: 2,550Prenatal examination, routine: 2,410 Medication, other and unspecified kinds: 2,282 Symptoms referable to throat: 1,773 Back symptoms : 1,630 Postoperative visit: 1,593 Diabetes mellitus : 1,568 Fever: 1,341 Knee symptoms: 1,331 Earache or ear infection: 1,326 Stomach pain, cramps and spasms: 1,231 Well-baby examination: 1,198 Headache, pain in head: 1,091 Low back symptoms: *1,078 Hypertension: 1,078 Skin rash: 1,053 Gynecological examination: 1,032 All other reasons ... 53,115 Table 9. Twenty leading principal reasons for office visits, by patient’s sex: the United States, 2018The principal reason for the visit All visits . . . . .860,386 (37,935) Progress visit, not otherwise specified . . . 151,669General medical…
- Calculate the total charge, allowed amount, write-off, patient responsibility, and carrier responsibility for each of the following situations. Use the following table for your calculations. CPT Code Provider’s Charge Allowed Amount 99212 $66.00 $54.00 93040 $44.00 $36.00 99201 $88.00 $62.00 99204 $108.00 $75.00 97032 $45.00 $29.00 97110 $45.00 $29.00 99213 $90.00 $52.00 73630 $88.00 $$72.00 Patient 2 is charged 99204, 99213 and 97032. Deductible of $70 applies. Total charge. ____________________________________________________________ Allowed amount. ____________________________________________________________ Write-off. ____________________________________________________________ Patient responsibility. ____________________________________________________________ Carrier responsibility. ____________________________________________________________Patients use a self-serve kiosk to confirm their arrival at an outpatient clinic. They then proceed to the receptionist to update any personal information. After that, a nurse will record the patient's vital signs. A physician will then consult with the patient and prescribe appropriate treatments. The patient will then visit the checkout station to settle payment and schedule the next appointment, if needed. Processing times and other information on the process are presented in the table below: Process Resource Self-service Check in Update information Receptionist Nurse Physician Checkout Record vital signs Treat patient Collect payment Processing time (minutes per patient) 1 5 10 30 10 Number of Wage rate workers (Sper hour) n/a What is the cost of direct labor per patient if demand is unlimited? n/a 2 3 5 2 15 30 100 8 15Pareto chart and cost of quality report for a service company The administrator of Liberty Hospital has been asked to perform an activity analysis of the emergency room (ER). The ER activities include cost of quality and other patient care activities. The lab tests and transportation are hospital services external to the ER for determining external failure costs. The result of the activity analysis is summarized as follows: Instructions 1. Prepare a Pareto chart of the ER activities. 2. Classify the activities into prevention, appraisal, internal failure, external failure, and other patient care activities. Classify the activities into value-added and non-value-added activities. 3. Use the activity cost information to determine the percentages of total ER costs that are prevention, appraisal, internal failure, external failure, and other patient care activities. 4. Determine the percentages of the total ER costs that are value-added and non-value-added. 5. Interpret the information.
- what is the CPR and SMM for PSA 0.75 and 1.50 in months 1, 10, 20, 30.Insurance Rejection Scenarios Scenario 1 A patient brings in a prescription for Singulair 10 mg for the pharmacy to fill, and decides to wait for their prescription. After obtaining all of the patients PHI and entering all the data into the computers, the technician proceeds to enter the prescription and adjudicate a claim to the patients insurance. Upon submission, the technician receives a rejection message stating that the patients is over the age of 18 and the insurance formulary requires a prior authorization. (Certain insurance companies will only cover Singulair for adults if doctors diagnose the patient with a specific diagnosis, such as Asthma) a. What steps need to be taken to begin the process of resolving the rejection? b. Who do you need to contact or notify, who completes the notification, and how are the individuals notified? c. What other options might be given and to whom? d. How long should this process take, on average? Scenario 2 A patient brings in a prescription…Objective 4 - Explain how ABC can be simplified.The Bienestar Cardiology Clinic has two major activities: diagnostic andtreatment. The two activities use four resources: nursing, medical technicians,cardiologists, and equipment. Detailed interviews have provided the workdistribution matrix shown Activity Nursing Technicians Cardiologists Equipmnt Total activity time Diagnostic 0,7 0,8 0,4 0,6 12.000 hours Treating 0,3 0,2 0,6 0,4 8.000 hours Total time 4.000 4.000 6.000 6.000 20.000 hours Cost 80.000 80.000 320.000 320.000 The total time estimated corresponds to practical capacity (interviewersadjusted the total time to about 80 percent of the available time). Theequipment time is measured in machine hours. Thus, the total time (atpractical capacity) in the system is 20,000 hours. In…
- Objective 4 - Explain how ABC can be simplified.The Bienestar Cardiology Clinic has two major activities: diagnostic andtreatment. The two activities use four resources: nursing, medical technicians,cardiologists, and equipment. Detailed interviews have provided the workdistribution matrix shown Activity Nursing Technicians Cardiologists Equipmnt Total activity time Diagnostic 0,7 0,8 0,4 0,6 12.000 hours Treating 0,3 0,2 0,6 0,4 8.000 hours Total time 4.000 4.000 6.000 6.000 20.000 hours Cost 80.000 80.000 320.000 320.000 The total time estimated corresponds to practical capacity (interviewersadjusted the total time to about 80 percent of the available time). Theequipment time is measured in machine hours. Thus, the total time (atpractical capacity) in the system is 20,000 hours. In…Suppose that the average waiting time for a patient at a physicians office is just over 29 minutes. To address the issue of long patient wait times, some physicians offices are using wait-tracking systems to notify patients of expected wait times. Patients can adjust their arrival times based on this information and spend less time in waiting rooms. The following data show wait times (in minutes) for a sample of patients at offices that do not have a wait-tracking system and wait times for a sample of patients at offices with such systems. a. What are the mean and median patient wait times for offices with a wait-tracking system? What are the mean and median patient wait times for offices without a wait-tracking system? b. What are the variance and standard deviation of patient wait times for offices with a wait-tracking system? What are the variance and standard deviation of patient wait times for visits to offices without a wait tracking system? c. Create a box plot for patient wait times for offices without a wait-tracking system. d. Create a box plot for patient wait times for offices with a wait-tracking system. e. Do offices with a wait-tracking system have shorter patient wait times than offices without a wait-tracking system? Explain.google x S Dallas x B Score X M mybox com/ilrn/takeAssignment/takeAssignmentMain.do?invoker=&takeAssignmentSession Calcul x Ber eBook Type of Admission Unscheduled admission Scheduled admission Direct Labor Standards for Nonmanufacturing Expenses Englert Hospital began using standards to evaluate its Admissions Department. The standard was broken into two types of admissions as follows: Standard Time to Complete Admission Record Print Item b. What are the standard hours for the actual volume for the week (round to the nearest whole hour)? hours. Check My Work # 30 min. 20 min. The unscheduled admission took longer because name, address, and insurance information needed to be determined and verified at the time of admission. Information was collected on scheduled admissions prior to the admissions, which was less time-consuming. [3 The Admissions Department employs three full-time people (40 productive hours per week, with no overtime) at $15 per hour. For the most recent week, the…