Modelling hospital operations: insight from using data from paper registries in the obstetrics ward at a hospital in Addis Ababa, Ethiopia

Abstract

In the Ethiopian health system, operations management techniques have been underutilised. Although previous research has outlined limitations of paper-based patient records, few studies have examined their potential utility for improving management of hospital operations. In this paper, we used data collected from paper registries in an Ethiopian obstetrics ward at Addis Ababa’s Tikur Anbessa Specialized Hospital, Ethiopia’s largest university hospital, to model the ward’s operations. First, we attempted to identify predictors of lengthy stays and readmissions among women giving birth: few predictors were deemed significant. Second, time series methods for demand forecasting were applied to the data and evaluated with several error metrics, and these forecasts were improvements over baseline methods. We conclude with recommendations on how the obstetrics ward could incorporate our modelling approaches into their daily operations.

The application of specialised management assistants in demand forecasting of human resources

“… No. Dialysis beds Number of shifts Number of nurses Number of doctors Number of technicians Number of patients Working time Documentation requirements [ 4 ] 1 55 one shift 10 2 Part-timer 100 7:30–12:30, 5 h 1. At least 2 doctors per institution, 1 of which must be fixed; 2.…”

“…In February 2009, Changzheng Hospital added a fourth shift in the second half of the night to the traditional three shifts of hemodialysis service and introduced night dialysis from 22:00 to 06:00, thus becoming the only hemodialysis centre in China that provided 24-hour service at that time [ 4 ]. In the context of the national advocacy of public health services and the policy support for medical reform, to meet the needs of more patients, more hospitals nationwide are now offering 24-hour dialysis services, which can exchange time for space.…”

“…Sichuan West China Hospital was the first hospital in China to learn from Taiwan Chang Gung Memorial Hospital's enterprise management theory and method and set up a professional management post named ‘specialised management assistant’ (hereinafter referred to as specialised assistant), which is highly praised by the hospital management field both at home and abroad [ 3 ]. Moreover, foreign countries have set up professional operation management positions [ 4 , 5 , 6 ]. Through the practice and exploration of HRM by our specialised management assistants, we have gradually formed a model to improve business using management tools and methods to consider multiple dimensions of a market analysis, equipment utilisation rate, economic efficiency and patient satisfaction to improve business with reasonable human resources and management innovation [ 7 , 8 , 9 ].…”