Why we are wasting time in the operating theatre?

Saha, Prithwiraj; Pinjani, Anita; Al-Shabibi, Nawar; Madari, Sheethal; Ruston, John; Magos, Adam

doi:10.1002/hpm.966

Cited by 59 publications

(57 citation statements)

References 20 publications

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“…Due to limited numbers, patients of non-Hispanic Asian, Native Islander, Native American and unknown race/ethnicity as well as those categorized as surgical service "other" were excluded from regression analysis. All fixed-effect variables were examined in both single-variable and multivariable models, and in all models, month (1)(2)(3)(4)(5)(6)(7)(8)(9)(10)(11)(12) nested within hospital facility was included as a random effect, subsequently defining 36 separate adjustments to the model intercept.…”

Section: Methodsmentioning

confidence: 99%

First-Case Operating Room Delays: Patterns Across Urban Hospitals of a Single Health Care System

Bauer¹,

Greer²,

Wyst³

et al. 2016

Journal of Patient-Centered Research and Reviews

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Journal of Patient-Centered Research and Reviews ( JPCRR) is a peerreviewed scientific journal whose mission is to communicate clinical and bench research findings, with the goal of improving the quality of human health, the care of the individual patient, and the care of populations. Recommended CitationCox Bauer CM, Greer DM, Vander Wyst KB, Kamelle SA. First-case operating room delays: patterns across urban hospitals within a single health care system. J Patient Cent Res Rev. 2016;3:125-35.

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Section: Methodsmentioning

confidence: 99%

First-Case Operating Room Delays: Patterns Across Urban Hospitals of a Single Health Care System

Bauer¹,

Greer²,

Wyst³

et al. 2016

Journal of Patient-Centered Research and Reviews

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“…Badania przeprowadzone w USA (w szpitalu zajmującym się przede wszystkim zabiegami w zakresie chirurgii ginekologicznej w znieczuleniu ogólnym), których celem było określenie przyczyn sła-bego wykorzystania sal operacyjnych, wykazały wiele obszarów wymagających reorganizacji (33). Po pierwsze, wskazały na znaczącą stratę czasu na salach operacyjnych, przy czym największa miała miejsce między zabiegami.…”

Section: Zarządzanie Czasem Pracy Na Bloku Operacyjnymprzykładowe Rozunclassified

Time Based Management in Health Care System: The Chosen Aspects

Kobza¹,

Syrkiewicz-Świtała²

2014

Med Pr

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StreszczenieZarządzanie czasem (time based management -TBM) stanowi jeden z bardziej istotnych elementów całego procesu zarządzania. Od wielu lat w systemach opieki zdrowotnej krajów wysokorozwiniętych poszukuje się nowych, skutecznych metod zarządza-nia czasem. Celem pracy jest dostarczenie wiedzy dotyczącej prowadzonych badań i doświadczeń w zakresie wybranych metod i technik zarządzania czasem w sektorze podstawowej opieki zdrowotnej (POZ) i w szpitalach (bloki operacyjne, izby przyjęć), publikowanych w piśmiennictwie międzynarodowym. Artykuł powstał w wyniku przeglądu literatury krajowej od 1990 r. oraz recenzowanych doniesień naukowych piśmiennictwa międzynarodowego w oparciu o PubMed/Medline z okresu 2001-2011. Wyniki badań międzynarodowych wskazują, że ze względu na strukturę demograficzno-zdrowotną społeczeństw lekarze POZ stają przed nowymi wyzwaniami. Wymagania w zakresie dobrego zarządzania czasem i stosowania efektywnych narzędzi (takich jak umiejętność definiowania spraw priorytetowych, planowanie, delegowanie zadań, właściwa koordynacja działań, tworzenie zespołów POZ oraz zwiększenie liczby personelu pomocniczego) są kluczowe. Konieczne będą także zmiana systemu refundacji świadczeń oraz rozwój elektronicznej wymiany informacji, sposobów gromadzenia i przetwarzania wyników badań. Innowacje w technikach informatycznych stosowanych w medycynie (np. wykorzystanie telemedycyny do monitorowania oraz leczenia pacjenta na odległość) dają szansę skrócenia czasu oczekiwania na diagnozę i leczenie, co znajduje zastosowanie w konsultacjach specjalistycznych. W celu podniesienia efektywności zarządzania czasem w szpitalach wdraża się wiele sposobów optymalizacji wykorzystania pracy bloku operacyjnego jak np. wprowadzenie funkcji koordynatora, wprowadzenie standardów postępowania w procesie decyzyjnym, robotyzacja. Przyspieszenie przepływu pacjentów z izby przyjęć na oddziały stanowi klucz do usprawnienia pracy izby. Należy podjąć działania edukacyjne wśród lekarzy i kadry menedżerskiej w Polsce oraz wdrażać rozwiązania stosowane w systemach opieki zdrowotnej krajów wysokorozwiniętych. Med. Pr. 2014;65(4):555-566 Słowa kluczowe: zarządzanie czasem, system opieki zdrowotnej, podmiot leczniczy, podstawowa opieka zdrowotna, izba przyjęć, blok operacyjny AbstractTime-based management (TBM) is the key element of the whole management process. For many years in health care systems of highly developed countries modern and effective methods of time-based management have been implemented in both primary health care and hospitals (emergency departments and operating rooms). Over the past two decades a systematic review of Polish literature (since 1990) and peer reviewed articles published in international journals based on PubMed/Medline (2001-2011) have been carried out. The collected results indicate that the demographic and health changes in the populations are one of the main challenges facing general practitioners in the nearest future. Time-based management needs new and effective tools and skills, i.e., identifica...

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“…Since organisations in a healthcare supply chain typically have no financial exchange for services as a patient moves from one organisation to another, the downstream organisation (who receive patients from upstream organisations) have little power over upstream organisations to dictate the process used to perform the work, the pace at which the work is done, or the quality of the outcome (Saha et al, 2009). At the university hospital, clinical departments that do not have the capacity to admit patients from the ED or another clinical department often hinder the flow of acute patients.…”

Section: Departmental Collaboration Hinderedmentioning

confidence: 99%

“…In Paper II, coordination of multiple actors was identified as one of three main challenges for healthcare logistics and SCM, and the transfer of patients from one provider to the next was generally the weakest point in a system of healthcare organisations (Adler et al, 2003;de Vries and Huijsman, 2011;Meijboom et al, 2011;Parnaby and Towill, 2008;Parnaby and Towill, 2009;Saha et al, 2009;Towill, 2006). Since organisations in a healthcare supply chain typically have no financial exchange for services as a patient moves from one organisation to another, the downstream organisation (who receive patients from upstream organisations) have little power over upstream organisations to dictate the process used to perform the work, the pace at which the work is done, or the quality of the outcome (Saha et al, 2009).…”

Section: Departmental Collaboration Hinderedmentioning

confidence: 99%

“…Treatment of patients often requires input from multiple healthcare providers and the transfer from one provider to the next is generally the weakest point in a system of healthcare providers (Adler et al, 2003;de Vries and Huijsman, 2011;Meijboom et al, 2011;Parnaby and Towill, 2008;Parnaby and Towill, 2009;Saha et al, 2009;Towill, 2006). A holistic view of the whole patient process is therefore stressed by many authors (e.g.…”

Section: Provide Guidance In How To Develop Healthcare Logistics Andmentioning

confidence: 99%

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Managing Variable Patient Flows at Hospitals

Olsson¹

2014

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Healthcare is a large industry faced with major challenges, such as decreasing inpatient bed numbers and increases in the share of elderly people, which require improved efficiency and effectiveness. The organisation of hospitals normally comprises highly specialised clinical departments, through which patient flows are managed. Since patient flows often involve several clinical departments, this requires much coordination both in space and time. With every individual patient having different diseases, severity levels and responses to therapy, the variability in patient flows has an impact on the inflow, internal flow and outflow at clinical departments and hospitals. Historically, healthcare resources have not been adapted to these variations. The purpose of this licentiate thesis is therefore to explore how variable patient flows are managed in hospitals. This comprises how variable patient flows affect hospitals as well as how variable patient flows are handled. It also includes the organisational configuration, and the influence it has on the actions used to handle variable patient flows in hospitals.Both the hierarchical levels, roles and teams that make decisions and manage the flow of patients as well as the actions used to handle variable patient flows at hospitals are included in the research. Hence, an approach where the hospital is regarded as a system is used, an approach often described as a system perspective. Three research methods have been used in this licentiate thesis. The first research method used was simulation modelling, to study how changes in an acute patient flow affected an emergency department and inpatient ward at a small hospital. A case study at a university hospital was performed to study both the actions used to handle variable patient flows as well as the influence of the organisational configuration. Several literature reviews, both structured and unstructured, has also been made to compare and evaluate the results from the empirical data.There are several effects of variable patient flows. The case study indicates that increased patient flow variability leads to increases in bed utilization variability and thereby problems with bed shortages. Mismatches between patient inflow and outflow, in terms of number of patients, also lead to bed shortages. Literature reviews also show that bed shortages in inpatient wards are a major cause of overcrowding in emergency departments. The results from the simulation model point toward emergency departments being more adapted to variable patient inflow than inpatient wards. To handle these issues there is a need for flexibility when providing healthcare services, something suggested in the literature.50 actions used at the university hospital to handle variable acute patient flows were identified in the research. A majority of these are used to handle the effects of the variation, not the variation itself. Nor is it effects of individual variations, such as patient inflow, that are handled but the combined effect of the variations i...

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Why we are wasting time in the operating theatre?

Cited by 59 publications

References 20 publications

First-Case Operating Room Delays: Patterns Across Urban Hospitals of a Single Health Care System

First-Case Operating Room Delays: Patterns Across Urban Hospitals of a Single Health Care System

Time Based Management in Health Care System: The Chosen Aspects

Managing Variable Patient Flows at Hospitals

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