Managing urgent surgery as a process: Case study of a trauma center

International Journal of Technology Assessment in Health Care

Volumn 22, Issue 2, 2006, Pages 255-260

  Torkki, Paulus Mikael ^a   Alho, Antti Ilmari ^a   Peltokorpi, Antti Veikko ^a   Torkki, Markus Ilmari ^b   Kallio, Pentti Ensio ^b  

^a AALTO UNIVERSITY   (Finland)

^b HELSINKI UNIVERSITY CENTRAL HOSPITAL   (Finland)

Author keywords

Efficiency; Operating room management; Process assessment; Process metrics; Urgent surgery

Indexed keywords

OPERATING ROOM MANAGEMENT; PROCESS ASSESSMENT; PROCESS METRICS; URGENT SURGERY;

HEALTH CARE; INDUSTRIAL MANAGEMENT; PATIENT MONITORING; PROCESS CONTROL; REENGINEERING; STATISTICAL METHODS;

SURGERY;

ANESTHESIA INDUCTION; ARTICLE; DATA ANALYSIS; DATA BASE; EMERGENCY HEALTH SERVICE; FIRST AID; HEALTH CARE QUALITY; HOSPITAL ADMISSION; HUMAN; INFORMATION PROCESSING; INTERVIEW; OPERATING ROOM; PATIENT CARE; STATISTICAL ANALYSIS; SURGICAL TECHNIQUE;

EFFICIENCY, ORGANIZATIONAL; EMERGENCY SERVICE, HOSPITAL; HUMANS; OPERATING ROOMS; ORGANIZATIONAL CASE STUDIES; ORTHOPEDIC PROCEDURES; PROCESS ASSESSMENT (HEALTH CARE); TRAUMA CENTERS; WAITING LISTS;

EID: 33645795254     PISSN: 02664623     EISSN: 14716348     Source Type: Journal    
DOI: 10.1017/S0266462306051087     Document Type: Article

References (13)

1. de Vries G, Bertrand JWM, Vissers JMH. Design requirements for health care production control systems. Prod Plan Control. 1999;10:559-569.
2. Deming WE. Out of the crisis. Cambridge, MA: Massachusetts Institute of Technology, Centre for Advanced Engineering Study; 1986.
3. Dexter F, Traub RD, Macario A. How to release allocated operating room time to increase efficiency - Predicting which surgical service will have the most under-utilized operating room time. Anesth Analg. 2003;96:507-512.
4. Donham RMW, Jones R. Glossary of times used for scheduling and monitoring of diagnostic and therapeutic procedures. Am J Anesth. 1996;23:5-9.
5. Karvonen S, Rämö J, Leijala M, Holmström J. Productivity improvement in heart surgery - a case study on care process development. Prod Plan Control. 2004;15:238-246.
6. Laursen M, Gertsen F, Johansen J. Applying lean thinking in hospitals - exploring implementation difficulties. The hospital of the future. Third international conference on the management of healthcare & medical technology. Warwick, UK: 7-9th September 2003.
7. Rotondi AJ, Brindis C, Cantees KK, et al. Benchmarking the perioperative process. I. Patient routing systems: A method for continual improvement of patient flow and resource utilization. J Clin Anesth. 1997;9:159-169.
8. Sokolovic E, Biro P, Wyss P, et al. Impact of the reduction of anaesthesia turnover time on operating room efficiency. Eur J Anaesthesiol. 2002;19:560-563.
9. Vissers JMH, Bertrand JWM, de Vries G. A framework for production control in health care organizations. Prod Plan Control. 2001;12:591-604.
10. Waring T, Wainwright D. Communicating the complexity of computer-integrated operations. An innovative use of process modelling in a North East hospital Trust. Int J Operation Product Manage. 2002;22:394-411.
11. Williams B, Kentor M, Williams J, et al. Process analysis in outpatient knee surgery: Effects of regional and general anesthesia on anesthesia- controlled time. Anesthesiology. 2000;93:529-538.
12. Young T, Brailsford S, Connell C, et al. Using industrial processes to improve patient care. BMJ. 2004;328:162-164.
13. Zuckerman JD, Skovron ML, Koval KJ, Aharonoff G, Frankel VH. Postoperative complications and mortality associated with operative delay in older patients who have a fracture of the hip. J Bone Joint Surg Am. 1995;77:1551-1556.