Zeitmessstudien im Krankenhaus

Fehrle, M.; Michl, Susanne; Alte, Dietrich; Götz, Olav; Fleßa, Steffen

doi:10.1055/s-0032-1325601

Cited by 7 publications

(10 citation statements)

References 6 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The main characteristics of the system are: Arrivals: How many calls come in a certain period of time and according to which distribution? It has been shown that most arrivals follow a Markov process and are Poisson distributed [ 15 ]. Channels: The number of parallel channels (k) determines how many clients can be serviced at the same time.…”

Section: Methodsmentioning

confidence: 99%

Telemedical emergency services: central or decentral coordination?

et al. 2021

View full text Add to dashboard Cite

Background and objective Teleemergency doctors support ambulance cars at the emergency site by means of telemedicine. Currently, each district has its own teleemergency doctor office (decentralized solution). This paper analyses the advantages and disadvantages of a centralized solution where several teleemergency doctors work in parallel in one office to support the ambulances in more districts. Methods The service of incoming calls from ambulances to the teleemergency doctor office can be modelled as a queuing system. Based on the data of the district of Vorpommern-Greifswald in the Northeast of Germany, we assume that arrivals and services are Markov chains. The model has parallel channels proportionate to the number of teleemergency doctors working simultaneously and the number of calls which one doctor can handle in parallel. We develop a cost function with variable, fixed and step-fixed costs. Results For the district of Greifswald, the likelihood that an incoming call has to be put on hold because the teleemergency doctor is already fully occupied is negligible. Centralization of several districts with a higher number of ambulances in one teleemergency doctor office will increase the likelihood of overburdening and require more doctors working simultaneously. The cost of the teleemergency doctor office per ambulance serviced strongly declines with the number of districts cooperating. Discussion The calculations indicate that centralization is feasible and cost-effective. Other advantages (e.g. improved quality, higher flexibility) and disadvantages (lack of knowledge of the location and infrastructure) of centralization are discussed. Conclusions We recommend centralization of telemedical emergency services. However, the number of districts cooperating in one teleemergency doctor office should not be too high and the distance between the ambulance station and the telemedical station should not be too large.

show abstract

Section: Methodsmentioning

confidence: 99%

Telemedical emergency services: central or decentral coordination?

et al. 2021

View full text Add to dashboard Cite

show abstract

“…In the literature there are indications that the time expenditure for documentation has increased in the course of time [5]. Although working time analyses are also becoming more important in hospitals [6], a lack of studies from the 1980s or 1990s, which would be necessary for direct comparisons, has been reported [7]. The reasons mentioned in the literature for the increases in administrative tasks, on the other hand, are manifold.…”

Section: Expense For Clinical Documentation Of Inpatients: Extent Andmentioning

confidence: 99%

“…In comparison to the available literature, this study takes possible specialty (gynaecology and obstetrics) and regional characteristics more strongly into consideration and at the same time widens the perspectives of described research results since the previously available studies concentrated principally on the university setting [12]. In addition, this survey showed that working time analyses not only can be applied in the framework of hospital cost calculations and process optimisation but also provide support in the field of personnel management [6].…”

Section: Structure Of the Evaluated Working Timeinpatientsmentioning

confidence: 99%

“…On the other hand, it can be carried out relatively quickly and cheaply. Furthermore it can be considered advantageous that the participants view the procedure less as a control of their own work and thus do not oppose the survey from the very beginning [6]. However, it could be possible that the time expended for those tasks that are felt to be unpleasant such as, for example, documentation are unconsciously or deliberately overestimated [21][22].…”

Section: Structure Of the Evaluated Working Timeinpatientsmentioning

confidence: 99%

See 1 more Smart Citation

Expense for Clinical Documentation of Inpatients: Extent and Hierarchal Differences for the Example of a Gynaecological Department in Switzerland

Thanner

Drack

Hornung

2015

Geburtshilfe Frauenheilkd

View full text Add to dashboard Cite

Introduction: The majority of physicians consider administrative tasks to be a burden. The present questionnaire is intended to clarify the expense of time for documentation tasks in the treatment of inpatients in a gynaecological department of a Swiss hospital and to what extent differences occur between senior physicians and junior physicians. Materials and Methods: For three weeks physicians in the gynaecological department of a central Swiss hospital documented minute for minute predefined tasks during their duty periods. A questionnaire in tabular form served as survey instrument for this working time analysis. The minute for minute details for the individual participants were summed for each clinical task listed in the questionnaire in order to subsequently calculate the amounts of time spent for the respective task categories and to subject them to a subgroup analysis. Results: The participation rate of the physicians amounted to 87 %. 287 questionnaires were included in the evaluation. According to the responses, 25% of the clinical working time for inpatients was used for documentation of clinical tasks. The subgroup analysis revealed a higher proportion for assistant physicians (30 %) than for senior physicians (18 %). Discussion: The present working time analysis reveals an unfavourable ratio between surgical and administrative tasks between junior and senior physicians. In addition there is a danger that the true burden for junior physicians is underestimated by their superiors due to hierarchal differences.

show abstract

“…Therefore, in order to acquire a deeper understanding of the IA/IgG therapy and the gene expression analysis, which is necessary for deciding, whether this therapy is adequate, the cost project was implemented by two sub-studies. Both were based on the time study approach (Fehrle et al 2013).…”

Section: Study Site and Datamentioning

confidence: 99%

Individualized Medicine

2015

Advances in Predictive, Preventive and Personalised Medicine

View full text Add to dashboard Cite

Zeitmessstudien im Krankenhaus

Cited by 7 publications

References 6 publications

Telemedical emergency services: central or decentral coordination?

Telemedical emergency services: central or decentral coordination?

Expense for Clinical Documentation of Inpatients: Extent and Hierarchal Differences for the Example of a Gynaecological Department in Switzerland

Individualized Medicine

Contact Info

Product

Resources

About