A revenue management approach for managing operating room capacity

Stanciu, Alia; Vargas,; May, May

doi:10.1109/wsc.2010.5678940

Cited by 10 publications

(8 citation statements)

References 19 publications

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“…Ideally, a block schedule that includes a mix of block, open, and urgent or emergent OR access works best, because this combination is most effective for improving OR use and adapting to changes in surgical procedure volume. 12 Randy Heiser, MA, is the president and chief executive officer of Sullivan Healthcare Consulting, Inc, Ann Arbor, MI. As the president and chief executive officer of Sullivan Healthcare Consulting, Mr Heiser has declared an affiliation that could be perceived as posing a potential conflict of interest in the publication of this article.…”

Section: Resultsmentioning

confidence: 99%

Using a Best‐Practice Perioperative Governance Structure to Implement Better Block Scheduling

Heiser¹

2012

AORN Journal

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Achieving, developing, and maintaining a well-functioning OR scheduling system requires a well-designed perioperative governance structure. Traditional OR/surgery committees, consisting mainly of surgeons, have tried to provide this function but often have not succeeded. An OR governance model should be led by an OR executive committee that functions as a board of directors for the surgery program and works closely with the surgery department medical director and an OR advisory committee. Ideally, the OR executive committee should develop a block schedule that includes a mix of block, open, and urgent or emergent OR access, because this combination is most effective for improving OR use and adapting to changes in surgical procedure volume.

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Section: Resultsmentioning

confidence: 99%

Using a Best‐Practice Perioperative Governance Structure to Implement Better Block Scheduling

Heiser¹

2012

AORN Journal

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“…Some authors use purely financial objectives. In Stanciu and Vargas [236], protection levels (i.e., the amount of OR time reserved in a partitioned fashion for each patient class) are used to determine which patients to accept and which to postpone during the planning period under study. A patient class is a combination of the patient reimbursement level and the type of surgery.…”

Section: Performance Measuresmentioning

confidence: 99%

“…This relationship is described in more detail by Schonmeyr et al [225] using queuing theory. 191,192,194,197,200,201,202,203,205,209,211,212,214,215,216,217,218,224,226,227,228,235,236,237,239,241,247,248,249,251,258,259,261,264,268,269,271,272,276,277,279,280,281,282] Integrated OR [1,2,7,10,11,12,<...>…”

Section: Supporting Facilitiesmentioning

confidence: 99%

Scheduling operating rooms: achievements, challenges and pitfalls

Samudra

Riet

Demeulemeester

et al. 2016

J Sched

170

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In hospitals, the operating room (OR) is a particularly expensive facility and thus efficient scheduling is imperative. This can be greatly supported by using advanced methods that are discussed in the academic literature. In order to help researchers and practitioners to select new relevant articles, we classify the recent OR planning and scheduling literature into tables using patient type, used performance measures, decisions made, OR supporting units, uncertainty, research methodology and testing phase. Additionally, we identify promising practices and trends and recognize common pitfalls when researching OR scheduling. Our findings indicate, among others, that it is often unclear whether an article mainly targets researchers and thus contributes advanced methods or targets practitioners and consequently provides managerial insights. Moreover, many performance measures (e.g., overtime) are not always used in the correct context. Furthermore, we see that important information that would allow readers to determine whether the reported research results are relevant to them is often missing. In order to avoid these pitfalls, we conclude that researchers need to state whether they target researchers or practitioners, motivate the choice of the used performance measures and mention both setting and method specific assumptions.

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“…In contrast to our work, the frequent reformation of the wings, which is at the centerpiece of the work of Ayvaz and Huh (2010), violates the premises of the wing formation problem studied in this paper. In a similar vein, Stanciu et al (2010) study protection levels for hospital operating rooms when nested solutions are allowed. Nested solutions, where higher-utility types can access the capacity reserved for lower-utility types but not vice versa, are discouraged by the UCMC system that motivated our work.…”

Section: Related Workmentioning

confidence: 99%

Managing Hospital Inpatient Bed Capacity Through Partitioning Care into Focused Wings

Best

Sandikçi

Eisenstein

et al. 2015

M&SOM

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W e consider the partitioning of care types into wings from the perspective of a hospital administrator who wishes to optimize the use of a fixed number of beds that provide services for heterogeneous care types. The hospital administrator decides on the number of wings to form, the number of beds to allocate to each wing, and the set of care types to assign to each wing to maximize the total utility to the hospital. The administrator faces an inherent trade-off between forming large wings to pool demand and bed capacity, and forming specialized wings to focus on narrow ranges of care types. Specialized wings not only provide advantages from focused care but also allow the protection of beds for high-utility care types. We provide an optimization model for the wing formation decision and address the advantages of focus endogenously in our model. Using data from a large urban teaching hospital in the United States along with a national database, we report on a number of managerial insights. In particular, as the overall demand increases across all care types, wings are formed to reserve more beds for higher-utility types, which leads to higher overall hospital utility but also some disparity across types, such as increased hospital access for some and decreased access for others. Furthermore, overall bed occupancy decreases as the hospital is split into wings. However, if sufficient focus is attained, shorter lengths-of-stay associated with focused care may increase overall patient throughput. We also observe that when patients are willing to wait longer for admission, the hospital tends to form more wings. This implies that hospitals that garner longer waits can form more specialized wings and thereby benefit from focused care, whereas hospitals that cannot will tend to form fewer, if any, wings, choosing to pool demand and bed capacity.

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A revenue management approach for managing operating room capacity

Cited by 10 publications

References 19 publications

Using a Best‐Practice Perioperative Governance Structure to Implement Better Block Scheduling

Using a Best‐Practice Perioperative Governance Structure to Implement Better Block Scheduling

Scheduling operating rooms: achievements, challenges and pitfalls

Managing Hospital Inpatient Bed Capacity Through Partitioning Care into Focused Wings

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