National Health System
Author: Ken Wen (‘20D)
Case Information
Difficulty level – Quantitative
2
Difficulty level – Creativity
3
Difficulty level – Structure
3
Case led by
Interviewer
Case type
Operations/Processes
Industry
Health System
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National Health System
Author: Ken Wen (‘20D)
Case Prompt
The Sydney Department of Health recently discovered that elderly people (aged above 60) are not satisfied with the medical services they currently receive both in
terms of time and quality. Your consulting firm is brought in by the department of health to fix the problem.
Q1. What are the main factors you would like to consider in order to improve the medical services for elderly people?
Provide the answers only if candidates asked:
 Current health care process in Sydney: people typically make an appointment at and visit community medical centres first. If the General Practitioners (doctors in
community medical centres) believe patients should be treated in hospitals, the patients will then go to a hospital (also need to make an appointment online).
 Unsatisfaction: Elderly people are generally quite happy with the services they received from community medical centres. But they are not happy with the services
provided by hospitals.
 Objectives: there are no other objectives other than improving medical services in hospitals for elders
Overall Guide to interviewer
• This case has a lot of brainstorming questions. Interviewer should push candidate to think the actual processes involved in treating elderly people.
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National Health System
Author: Ken Wen (‘20D)
Customer (Elderly patients)
• Needs/preferences: what do old patients
need/prefer when they seek medical services.
How do their needs differ from those of people
less than 60 years-old?
• Which part of the services are they not happy
with?
Processes (where can things go
wrong)
Feasibility (can solutions be
implemented?)
• Coming to hospital: booking (system too hard
to use?); transportation (too far? No direct
routes to hospitals?)
• In hospital: waiting (too long? No designated
seats?) treatment (mistreatment? Takes too
long? Too expensive?)
• Out of hospital: lack follow-up cares? Too hard
to reimburse medical insurance?
• Funding: will the solutions require significant
government investment? Will government
provide funding?
• Potential push-backs: will the solutions
potentially trigger push backs from important
stakeholders? (hospitals, unions, etc.)
Prompt for interviewer
• Interviewee should have a clear logic linking each block.
• Interviewee should at least mention “processes”. If not, push interviewees in these directions.
Note: This is only one way to tackle the case, and there will be other alternatives to the suggested framework
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National Health System
Author: Ken Wen (‘20D)
Q2: Brainstorming – Customer Journey
• If candidate asks about older patients’ preferences in terms of medical care, ask the candidate to brainstorm the possible differences between elderly and younger
patients. If candidate does not ask, this part can be skipped.
• Q2. Now our client would like to turn their attention to the full customer journey of elderly patients seeking medical services, and they would like to find out where
things can go wrong (focus is still on hospitals). Please brainstorm a few ideas why elderly patients might not be happy along the customer journey
Answer:
This is a brainstorming question. Performance is assessed on structure and creativity. Suggested structures include: process (coming to hospitals, in hospitals, out of
hospitals); time-quality-price; and any other structures that make sense.
Great candidates should be able to generate at least 5 ideas
Coming to Hospital
In hospital
• Registration system: is it user friendly? Will
elderly people find it easy to use?
• Available time: Should they want to make an
appointment, can they book a time within 3
days? Or is the earliest available time in 3
weeks from now?
• Transportation: easy public transportation
system to hospitals?
• Waiting time: how long do they have to wait in
hospital?
• Treatment: takes too long? Mistakes/
ineffective treatments? Expensive procedures/
specialist fees/ drugs?
• Hospitalization: horrible conditions (beds,
toilets, etc)? Poor attitudes?
ICC Casebook 2021
Out of hospital
• Follow-up advices: lack of follow-up
advices/cares
• Hard to reimburse medical bills
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National Health System
Author: Ken Wen (‘20D)
Q3: Brainstorming – Root Causes
Q3. After reviewing the customer journey, it became clear that hospital doctors spent too long diagnosing elderly patients and often make mistakes. What could be the
reasons that might cause the issues?
Answer:
This is a brainstorming question. Performance is assessed on structure and creativity. Suggested structure (one of many):
People factors
Non-People factors
• Doctors are capable, but make mistakes: worked for too many hours due
to lack of doctors; don’t have proper incentives/policies that promote best
practices
• Doctors are not capable: how can we improve this situation?
• Medical system: maybe elder generations’ medical histories are not
imported into the existing medical system, so doctors have to spend more
time finding elder patients’ medical histories to complete diagnoses
• Medical equipment: medical equipment is old or defective
Prompt for interviewer
After brainstorming, confirm that the problems are that the medical system does not store medical histories for people over 60 and hospital doctors are working long
hours due to staff shortages
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National Health System
Author: Ken Wen (‘20D)
Q4: Calculations
Q4. After assessing the situation, the client is looking to start an initiative that converts specialists from community medical centers into special doctors that only cure
elder patients, thereby relieving hospital doctors.
Currently, there are 1000 specialists in Sydney. How many additional specialists do they need to hire from outside of Sydney to treat all the elderly patients in Sydney?
This is a brainstorm question. Push candidates to estimate both of the demand and supply.
Answer:
Demand:
Assume total population in Sydney is 16M, and population distributes evenly across ages.
Assume on average each elderly person visits doctors 4 times per year.
16M x (20/80) x 4 = 16M visits per year
Supply:
Provide to candidate that each specialist takes 30 mins to treat patients
Assume each specialist works 8 hours a day, 5 days a week and 50 weeks a year.
# of patients treated by one specialist = 2 x 8 x 5 x 50 = 8000
Additional specialists needed = 16M/8000 – 1000 = 2000 – 1000 = 1000
Prompt for interviewer
Great candidate: apart from calculating the right number, great candidates should be able to proactively state the implication of the number. Is 1000 a large number?
Is it easy to hire the 1000 specialists? Both sides of answers would be ok as long as candidate provides logical explanations.
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National Health System
Author: Ken Wen (‘20D)
Solution & Recommendations
To conclude, the candidate should include the following:
Recommendation:
• Elderly patients’ unhappiness towards medical services in Sydney is largely caused by the long treatment time and inaccurate treatment methods. One of the
solutions to reduce mistakes is to establish designated specialists to cure elderly patients exclusively because
o it promotes specialization (specialists only focus on elderly patients and hospital doctors only treat normal patients)
o Hiring additional 1000 specialists from outside of Sydney doesn’t seem to be a very challenging task given they can hire specialists from Melbourne,
Brisbane, Adelaide or even internationally
Next steps:
• Look at other ways to improve medical service such as: improve medical system to incorporate elder patient’s medical histories
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