Reallocation of Operating Room Capacity Using the Due-time Model

Vansteenkiste, Nancy; Lamote, Christian; Vandersmissen, Jo; Luysmans, Pierre; Monnens, Philip; Voldere, Guido De; Kips, Johan; Rademakers, Frank

doi:10.1097/mlr.0b013e3182549eb9

Cited by 13 publications

(12 citation statements)

References 19 publications

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“…Friday, although there is a high rate of scheduled procedures, is a day with numerous cancellations. This is consistent with other studies where it is clear that these cancellations are mainly for lack of anesthesiologist or surgeon [19].…”

Section: Resultssupporting

confidence: 93%

Elective Oncology Surgeries: Cancellations And Causes

Santos¹,

Alves²,

Costa³

et al. 2016

IOSR

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The aim of this research was to identify the elective surgeries suspension rate and investigate the causes of its cancellation in general surgery service in highly complex hospital. Method: A descriptive, exploratory, prospective and quantitative study was conducted in a university hospital using data from scheduled and canceled elective surgeries in the period from July 2015 to July 2016, which were extracted from MV System. Results: 984 elective surgeries oncology were scheduled during one year, of which 423 (43.4%) were canceled. 258 (32.3%) cancellations occurred in the morning. The main reason for cancellation was related with the patient seen in 269 cases (63.6%). Conclusion: The number of cancellations was high, and the suspensions can and should be controlled and restricted. It is recommended the awareness of everyone involved in such a situation to which seeks a reduction in suspension rates and subsequently joint efforts to implement measures to restrict the most of this event.

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Section: Resultssupporting

confidence: 93%

Elective Oncology Surgeries: Cancellations And Causes

Santos¹,

Alves²,

Costa³

et al. 2016

IOSR

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show abstract

“…The highest urgency category may then be assigned to patients who need immediate care, whereas lower urgency categories can be assigned to patients who can wait for surgery for an extended period of time (e.g., months). For scheduling or evaluation purposes, each urgency category may be assigned a priority score [243] or a surgery target time [259].…”

Section: Patient Characteristicsmentioning

confidence: 99%

Scheduling operating rooms: achievements, challenges and pitfalls

Samudra

Riet

Demeulemeester

et al. 2016

J Sched

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160

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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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“…Many papers (and thus case hospitals) use the medical priority as main categorization basis. A recent example of categorization based on medical priority is one where patients are assigned a time interval in which their surgery is medically advised, called the due time [91]. An example of the corresponding categorization is shown in Table 6.…”

Section: Categorization and Prioritizationmentioning

confidence: 99%

Trade-Offs in Operating Room Planning for Electives and Emergencies: A Review

Riet

Demeulemeester

2014

SSRN Journal

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The planning of the operating rooms (ORs) is a difficult process due to the different stakeholders involved. The real complexity, however, results from various sources of variability entering the processes. These uncertain processes cannot be ignored since they greatly influence the trade-offs between the hospital costs and the patient waiting times. As a result, a need for policies guiding the OR manager in handling the trade-offs arises. Therefore, researchers have investigated different possibilities to incorporate non-elective patients in the schedule with the goal of maximizing both patient-and hospital-related measures. This paper reviews the literature on OR planning where both elective and non-elective patient categories are involved. It shows the various policies, the differences and similarities in the research settings and the resulting outcomes, whether they are beneficial or not. We find that the dedicated and the flexible policy are mostly pursued, but the setting and the assumptions of the reviewed papers vary widely. Decisions on both operational policies as well as on capacity are required to assure timely access and efficiency, which are the two main drivers for the problem at hand. Furthermore, the policy choice impacts the number of schedule disruptions and the OR utilization. However, results on the overtime and the patient waiting time are partly contradicting. The review shows that some policies have already received considerable attention, but the question of which policies are most appropriate is not yet fully answered. Neither has the full spectrum of policies been explored yet. Consequently, this topic provides several areas for future research, which are outlined throughout the paper.

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Reallocation of Operating Room Capacity Using the Due-time Model

Abstract: We propose the "due-time" concept as a valid measure to quantify OR resource use. The use of a DT-based model provides a transparent, acceptable system for regular reallocation of OR times between and within specialties.

Cited by 13 publications

References 19 publications

Elective Oncology Surgeries: Cancellations And Causes

Elective Oncology Surgeries: Cancellations And Causes

Scheduling operating rooms: achievements, challenges and pitfalls

Trade-Offs in Operating Room Planning for Electives and Emergencies: A Review

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