Forecasting the Emergency Department Patients Flow

Afilal, Mohamed; Dugardin, Frédéric; Yalaoui, Farouk; Laplanche, David; Blua, Philippe

doi:10.1007/s10916-016-0527-0

Cited by 62 publications

(42 citation statements)

References 41 publications

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“…Understanding the trend of patient flow in a trauma hub emergency department is important to better manage the preventive isolation of each patient attending this service. A key strategic element is demand forecast to help staff to plan their activities in the long and the short-term [13]. The effects of the worldwide pandemic on several surgical activities have been scantily reported [14][15][16].…”

mentioning

confidence: 99%

Italy and COVID-19: the changing patient flow in an orthopedic trauma center emergency department

et al. 2020

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mentioning

confidence: 99%

Italy and COVID-19: the changing patient flow in an orthopedic trauma center emergency department

et al. 2020

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“…Service improvement projects and metrics typically focus either on single-point interventions, specific periods within the patient journey or a designed subset of patients. Patient flow through hospitals has been investigated in various settings,4–6 often in order to improve throughput in a specific setting such as the ED 7 8. However, hospitals and the multiteam services within them are considered ‘complex systems’ 9.…”

Section: Introductionmentioning

confidence: 99%

Can network science reveal structure in a complex healthcare system? A network analysis using data from emergency surgical services

Köhler

Ercole

2020

BMJ Open

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IntroductionHospitals are complex systems and optimising their function is critical to the provision of high quality, cost effective healthcare. Metrics of performance have to date focused on the performance of individual elements rather than the whole system. Manipulation of individual elements of a complex system without an integrative understanding of its function is undesirable and may lead to counterintuitive outcomes and a holistic metric of hospital function might help design more efficient services.ObjectivesWe aimed to use network analysis to characterise the structure of the system of perioperative care for emergency surgical admissions in our tertiary care hospital.DesignWe constructed a weighted directional network representation of the emergency surgical services using patient location data from electronic health records.SettingA single-centre tertiary care hospital in the UK.ParticipantsWe selected data from the retrospective electronic health record data of all unplanned admissions with a surgical intervention during their stay during a 3.5-year period, which resulted in a set of 16 500 individual admissions.MethodsWe then constructed and analysed the structure of this network using established methods from network science such as degree distribution, betweenness centrality and small-world characteristics.ResultsThe analysis showed the service to be a complex system with scale-free, small-world network properties. We also identified such potential hubs and bottlenecks in the system.ConclusionsOur holistic, system-wide description of a hospital service may provide tools to inform service improvement initiatives and gives us insights into the architecture of a complex system of care. The implications for the structure and resilience of the service is that while being robust in general, the system may be vulnerable to outages at specific key nodes.

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“…Emergency is a department that patients often get their first experience of the hospital there [3, 4]. During last years, because of the population increase, increase in intentional and unintentional harms and drugs abuse Emergency departments in hospitals have lots of costumers, but number of these parts has not increased that much [5-7]. Emergency departments face with a serious problem of not presenting suitable healthcare services, because of the demographic changes of the population and the appearance of the illnesses such as increase in age average and hope for life, outbreak of ailments such as cancers and heart diseases, and at the same time since people have got more knowledge in relation to the growth and keep of health, they want to receive high qualified and high quantity of health cares in Emergency departments [8-10].…”

Section: Introductionmentioning

confidence: 99%

Features and Results of Conducted Studies Using a Lean Management Approach in Emergency Department in Hospital: A Systematic Review

Isfahani

Tourani

Seyedin

2019

BEAT

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Objective:To perform a systematic review of the properties and results of the studies that their approaches are lean management in emergency departments and the factors which influence on their performance. Method:The necessary information in the first stage was collected by searching these keywords: "Lean principles" “Lean Six Sigma", "Lean Process", “Lean thinking”, “Lean Methodology”, “Toyota Production System lean processing”, "lean techniques", "emergency department”, “emergency medicine”, “emergency room” and “emergency care ” . And in the next stage the keywords such as “lean management” and “emergency” was collected from SID, Medlib, IranDoc, Google Scholar, MagIran, IranMedex data bases. For extracting the data data-extracting forms was prepared. The information we got from the forms was organized in information-extracting forms and was analyzed manually. The diagrams were drawn in Excel: 2010.Results:Finally, 26 essays have been included. Most of the studies were accomplished in Canada and U.S.A. only in one of the cases, the authors used the control group. Each of these terms, “lean techniques” and “lean principals”, with five times repetitions had the highest frequency. The most important team of implementation of lean management included: hospital management team or the manager of Emergency department, physicians, nurses, staffs and external counselors. Generally, 51 indicators were studied which among them the length of stay and the timing had the most frequency. After implementation of lean management, almost all studied indicators have significantly improved. 14 barriers, 14 facilitators and 10 effective factors were recognized in implementing the lean management.Conclusion:According to the studies, responsibility of organization’s senior management and his/her supports; increasing the knowledge of the characteristics and dimension of lean among the providers of health service; and decreasing the resistance and consulting with external counselors can have great effect on the success of lean management.

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Forecasting the Emergency Department Patients Flow

Cited by 62 publications

References 41 publications

Italy and COVID-19: the changing patient flow in an orthopedic trauma center emergency department

Italy and COVID-19: the changing patient flow in an orthopedic trauma center emergency department

Can network science reveal structure in a complex healthcare system? A network analysis using data from emergency surgical services

Features and Results of Conducted Studies Using a Lean Management Approach in Emergency Department in Hospital: A Systematic Review

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