2007
DOI: 10.1016/j.ejor.2006.10.003
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Matching daily healthcare provider capacity to demand in advanced access scheduling systems

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Cited by 84 publications
(62 citation statements)
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References 15 publications
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“…This includes an analytical comparison of traditional and advanced access appointment systems [23]; the impact of no-shows [5,11,12,17]; the importance of considering patient preferences [10,26]; and capacity allocation methods that allow practices to offer a blend of prescheduled (non-urgent) and same-day (urgent) appointments [2,20].…”
Section: Literature Reviewmentioning
confidence: 99%
“…This includes an analytical comparison of traditional and advanced access appointment systems [23]; the impact of no-shows [5,11,12,17]; the importance of considering patient preferences [10,26]; and capacity allocation methods that allow practices to offer a blend of prescheduled (non-urgent) and same-day (urgent) appointments [2,20].…”
Section: Literature Reviewmentioning
confidence: 99%
“…The multi-day focus concerns the percentage of appointment slots to reserve for open access patients [10,35,36,45,49], since this percentage influences amongst others the queue length and overtime [10]. Contrary to most available literature, Wiesche et al [49] consider flexible capacity, to cope with varying patient arrival rates during the week in a primary care clinic.…”
Section: Open Access Schedulingmentioning
confidence: 99%
“…Most open access literature consider a single-provider service system [39] with fixed deterministic appointment intervals, where the capacity for each day is fixed and known [36], and where the demand and arrival rates are given [21,35,38]. The schedules of all providers involved are often assumed to be independent, both for providers of the same patient population, as well as for up-and downstream appointments [35,36,38].…”
Section: Open Access Schedulingmentioning
confidence: 99%
“…Successful implementation of these policies requires a balance between the reserved and demanded number of slots for advanced access or walk-in patients. Too many reserved slots results in resource idle time, and too little reserved slots results in increased access time [408,409].…”
Section: Tactical Planningmentioning
confidence: 99%
“…Methods: computer simulation [498], heuristics [203], Markov processes [195,203], mathematical programming [280,408,409].…”
Section: Tactical Planningmentioning
confidence: 99%