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Journal articles on the topic 'Operating Theatre Scheduling'

Author: Grafiati
Published: 4 June 2021
Last updated: 31 January 2023

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1

SPRATT, BELINDA. "REACTIVE OPERATING THEATRE SCHEDULING." Bulletin of the Australian Mathematical Society 98, no. 3 (August 15, 2018): 520–21. http://dx.doi.org/10.1017/s0004972718000631.

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Dekhici, L., and K. Belkadi. "Operating Theatre Scheduling Under Constraints." Journal of Applied Sciences 10, no. 14 (July 1, 2010): 1380–88. http://dx.doi.org/10.3923/jas.2010.1380.1388.

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3

Augusto, V., X. Xie, and V. Perdomo. "Operating theatre scheduling using Lagrangian relaxation." European J. of Industrial Engineering 2, no. 2 (2008): 172. http://dx.doi.org/10.1504/ejie.2008.017350.

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4

Stuart, Kari, and Erhan Kozan. "Reactive scheduling model for the operating theatre." Flexible Services and Manufacturing Journal 24, no. 4 (August 4, 2011): 400–421. http://dx.doi.org/10.1007/s10696-011-9111-6.

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5

Souki, Mejdi, and Abdelwaheb Rebai. "Heuristics for the Operating Theatre Planning and Scheduling." Journal of Decision Systems 19, no. 2 (January 2010): 225–52. http://dx.doi.org/10.3166/jds.19.225-252.

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6

Saadani, Nour El Houda, and Alain Guinet. "Heuristics for Operating Theatre Scheduling: Following the Patient." Supply Chain Forum: An International Journal 13, no. 1 (January 2012): 38–49. http://dx.doi.org/10.1080/16258312.2012.11517286.

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7

Roland, B., C. Di Martinelly, F. Riane, and Y. Pochet. "Scheduling an operating theatre under human resource constraints." Computers & Industrial Engineering 58, no. 2 (March 2010): 212–20. http://dx.doi.org/10.1016/j.cie.2009.01.005.

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8

Huang, Guo Xun, Wei Xiang, Chong Li, Qian Zheng, Shan Zhou, Bing Qian Shen, and Sai Feng Chen. "Surgical Scheduling Based on Hybrid Flow-Shop Scheduling." Applied Mechanics and Materials 201-202 (October 2012): 1004–7. http://dx.doi.org/10.4028/www.scientific.net/amm.201-202.1004.

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The efficient surgical scheduling of the operating theatre plays a significant role in hospital’s income and cost. Currently surgical scheduling only considered the surgery process in operating room and ignored other stages which should not be left out in real situations. The surgical scheduling problem is regarded as the hybrid flow-shop scheduling problem in this study. Each elective surgery which need local anesthesia has to go through a two-stage surgery procedure. Beds and operating rooms are represented as parallel machines. A mathematical model for such surgical scheduling problem is proposed and solved by LINGO. A case study with its optimal solution is also presented to verify the model.
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Fitzgerald, Anneke, and Yong Wu. "Beyond clinical priority: what matters when making operational decisions about emergency surgical queues?" Australian Health Review 41, no. 4 (2017): 384. http://dx.doi.org/10.1071/ah16009.

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Objective This paper describes the perceptions of operating theatre staff in Australia and The Netherlands regarding the influence of logistical or operational reasons that may affect the scheduling of unplanned surgical cases. It is proposed that logistical or operational issues can influence the priority determination of queue position of surgical cases on the emergency waiting list. Methods A questionnaire was developed and conducted in 15 hospitals across The Netherlands and Australia, targeting anaesthetists, managers, nurses and surgeons. Statistical analyses revolved around these four professional groups. Six hypotheses were then developed and tested based on the responses collected from the participants. Results There were significant differences in perceptions of logistics delay factors across different professional groups when patients were waiting for unplanned surgery. There were also significant differences among different groups when setting logistical priority factors for planning and scheduling unplanned cases. The hypotheses tests confirm these differences, and the findings concur with the paradigmatic differences mentioned in the literature. These paradigmatic differences among the four professional groups may explain some of the tensions encountered when making decisions about scheduling emergency surgical queues, and therefore should be taken into consideration for management of operating theatres. Conclusions Queue positions of patients waiting for unplanned surgery, or emergency surgery, are determined by medical clinicians according to clinicians’ indication of clinical priority. However, operating theatre managers are important in facilitating smooth operations when planning for emergency surgeries. It is necessary for surgeons to understand the logistical challenges faced by managers when requesting logistical priorities for their operations. What is known about the topic? Tensions exist about the efficient use of operating theatres and negotiating individual surgeon’s demands, especially between surgeons and managers, because in many countries surgeons only work in the hospital and not for the hospital. What does this paper add? The present study examined the logistical effects on functionality and purports the notion that, while recognising the importance of clinical precedence, logistical factors influence queue order to ensure efficient use of operating theatre resources. What are the implications for practitioners? The results indicate that there are differences in the perceptions of healthcare professionals regarding the sequencing of emergency patients. These differences may lead to conflicts in the decision making process about triaging emergency or unplanned surgical cases. A clear understanding of the different perceptions of different functional groups may help address the conflicts that often arise in practice.
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10

Goel, Raghav, Harsh Kanhere, and Markus Trochsler. "The 'Surgical Time': a myth or reality? Surgeons' prediction of operating time and its effect on theatre scheduling." Australian Health Review 44, no. 5 (2020): 772. http://dx.doi.org/10.1071/ah19222.

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ObjectiveIn Australia, 2.7 million surgical procedures were performed in the year 2016–17. This number is ever increasing and requires effective management of operating theatre (OT) time. Preoperative prediction of theatre time is one of the main constituents of OT scheduling, and anecdotal evidence suggests that surgeons grossly underestimate predicted surgical time. The aim of this study is to assess surgeons’ accuracy at predicting OT times across different specialties and effective theatre scheduling. MethodsA database was created with de-identified patient information from a 3-month period (late 2016). The collected data included variables such as the predicted time, actual surgery time, and type of procedure (i.e. Emergency or Elective). These data were used to make quantifiable comparisons. ResultsData were categorised into a ‘Theatre list’ and ‘Scopes list’. This was further compared as ‘Actual–Predicted’ time, which ranged from an average underestimation of each procedure by 19min (Ear Nose and Throat surgeons) to an average overprediction of 13.5min (Plastic Surgery). Urgency of procedures (i.e. Emergency and Elective procedures) did not influence prediction time for the ‘Theatre list’, but did so for the ‘Scopes list’ (P<0.001). Surgeons were poor at predicting OT times for complex operations and patients with high American Society of Anaesthesiologists grades. Overall, surgeons were fairly accurate with their OT prediction times across 1450 procedures, with an average underestimation of only 2.3 min. ConclusionsIn terms of global performance at The Queen Elizabeth Hospital institution, surgeons are fairly accurate at predicting OT times. Surgeons’ estimates should be used in planning theatre lists to avoid unnecessary over or underutilisation of resources. What is known about the topic?It is known that variables such as theatre changeover times and anaesthesia time are some of the factors that delay the scheduled start time of an OT. Furthermore, operating time depends on the personnel within the operating rooms such as the nursing staff, anaesthesiologists, team setup and day of time. Studies outside of Australia have shown that prediction models for OT times using individual characteristics and the surgeon’s estimate are effective. What does this paper add?This paper advocates for surgeons’ predicted OT time to be included in the process of theatre scheduling, which currently does not take place. It also provides analysis of a wide range of surgical specialties and assesses each professions’ ability to accurately predict the surgical time. This study encompasses a substantial number of procedures. Moreover, it compares endoscopic procedures separately to laparoscopic/open procedures. It contributes how different variables such as the urgency of procedure (Emergency/Elective), estimated length of procedure and patient comorbidities affect the prediction of OT time. What are the implications for practitioners?This will encourage hospital administrators to use surgeons’ predicted OT time in calculations for scheduling theatre lists. This will facilitate more accurate predictions of OT time and ensure that theatre lists are not over or underutilised. Moreover, surgeons will be encouraged to make OT time predictions with serious consideration, after understanding its effect on theatre scheduling and associated costs. Hence, the aim is to try to make an estimation of OT time, which is closer to the actual time required.
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11

Augusto, Vincent, Xiaolan Xie, and Viviana Perdomo. "Operating theatre scheduling with patient recovery in both operating rooms and recovery beds." Computers & Industrial Engineering 58, no. 2 (March 2010): 231–38. http://dx.doi.org/10.1016/j.cie.2009.04.019.

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12

Bruni, M. E., P. Beraldi, and D. Conforti. "A stochastic programming approach for operating theatre scheduling under uncertainty." IMA Journal of Management Mathematics 26, no. 1 (January 12, 2014): 99–119. http://dx.doi.org/10.1093/imaman/dpt027.

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13

Fei, H., N. Meskens, and C. Chu. "A planning and scheduling problem for an operating theatre using an open scheduling strategy." Computers & Industrial Engineering 58, no. 2 (March 2010): 221–30. http://dx.doi.org/10.1016/j.cie.2009.02.012.

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14

Alimin, N. N., N. A. A. Rahmin, G. Ibragimov, and M. A. Nazihah. "MULTI-START LOCAL SEARCH FOR ONLINE SCHEDULING IN PARALLEL OPERATING THEATRE." Advances in Mathematics: Scientific Journal 9, no. 12 (December 18, 2020): 10915–27. http://dx.doi.org/10.37418/amsj.9.12.75.

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15

Ganvir, Mayank. "Patient Information Maintaining & Analyzing." International Journal for Research in Applied Science and Engineering Technology 9, no. VI (June 10, 2021): 107–10. http://dx.doi.org/10.22214/ijraset.2021.34862.

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Hospitals presently use a manual system for the management and maintenance of essential info. This system needs various paper forms, with knowledge stores unfold throughout the hospital management infrastructure. Usually, info (on forms) is incomplete or does not follow management standards. Forms are usually lost in transit between departments requiring a comprehensive auditing method to confirm that no important info is lost. Multiple copies of similar info exist within the hospital and should result in inconsistencies in knowledge in numerous knowledge stores. A significant part of the operation of any hospital involves the acquisition, management, and timely retrieval of nice volumes of knowledge. This info generally involves; patient personal info and case history, staff information and ward scheduling, scheduling programming, operating theatre scheduling, and numerous facilities waiting lists. All of this info should be managed in an economical and cost-wise fashion so that an institution's resources could also be effectively utilized. Patient info maintaining & Analyzing can automate the management of the hospital creating additional economic and the error free. It aims at standardizing data, consolidating data, reducing inconsistencies, and ensuring data integrity.
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Madu, IC, UU Nnadozie, CC Maduba, RL Ewah, OR Ekwesili, and OGK Asiegbu. "Operating Room Drugs and, Consumables Distribution Systems: Knowledge, Attitude and, Practice among Operating Room Workforce in a Tertiary Hospital in the Developing World." Western Journal of Medical and Biomedical Sciences 2, no. 2 (July 6, 2021): 57–63. http://dx.doi.org/10.46912/wjmbs.38.

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Drug and consumables distribution system in the operating room is key to the smooth running of the operating room in any hospital. Technological advancements have led to the development of newer and more efficient distribution systems. We aim to assess the knowledge, attitude and, practice of drug and consumable distribution systems among operating room workforce of a tertiary hospital in Nigeria. The study was a questionnaire-based cross-sectional study among the various categories of professionals of the operating room workforce. Two sets of questionnaires with structured questions on the knowledge, attitude and practice of operating room drug and consumables distribution system were administered one after the other on the operating room personnel. 282 of 363 operating room workforce consented and responded to the questionnaires. The workforce is made up of surgeons 198 (70%), physician anaesthetists 28 (10%), nurse anaesthetists 25 (9%) and, perioperative nurses 31 (11%). Their mean age was 42.61+8.74 years, 175 (64%) aged between 30 and 49 years with male to female ratio of 2.9:1. The majority 243 (86%) of respondents did not know the meaning of an operating room drug and consumable distribution system. After explanation, it was discovered that 228 (81%) had experienced the individual prescription order system with its associated wastages 195 (69%), medication errors 130 (46%,) and, delay or scheduling of cases 183 (65%). This study revealed poor knowledge of drug and consumables distribution system among operating room workforce in our institution. The study centre uses individual prescription order system with significant untoward effects. We recommend improved awareness of the theatre workforce on drug and consumable distribution systems.
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17

Tafazal, H., P. Spreadborough, D. Zakai, N. Shastri-Hurst, S. Ayaani, and M. Hanif. "Laparoscopic cholecystectomy: a prospective cohort study assessing the impact of grade of operating surgeon on operative time and 30-day morbidity." Annals of The Royal College of Surgeons of England 100, no. 3 (March 2018): 178–84. http://dx.doi.org/10.1308/rcsann.2017.0171.

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Introduction There is an increasing trend towards day case surgery for uncomplicated gallstone disease. The challenges of maximising training opportunities are well recognised by surgical trainees and the need to demonstrate timely progression of competencies is essential. Laparoscopic cholecystectomy provides the potential for excellent trainee learning opportunities. Our study builds upon previous work by assessing whether measures of outcome are still affected when cases are stratified based on procedural difficulty. Material and methods A prospective cohort study of all laparoscopic cholecystectomies conducted at a district general hospital between 2009 and 2014, performed under the care of a single consultant. The operative difficulty was determined using the Cuschieri classification. The primary endpoint was duration of operation. Secondary endpoints included length of hospital stay, delayed discharge rate and 30-day morbidity. Results A total of 266 laparoscopic cholecystectomies were performed during the study period. Mean operative time for all consultant-led cases was 52.5 minutes compared with 51.4 minutes for trainees (P = 0.67 unpaired t-test). When cases were stratified for difficulty, consultant-led cases were on average 5 minutes faster. Median duration of hospital stay was equivalent in both groups and there was no statistical difference in re-attendance (12.9% vs. 15.3% P = 0.59) or re-admission rates (3.2% vs. 8.1% P = 0.10) at 30 days. Conclusions Our study provides evidence that laparoscopic cholecystectomy provides a good training opportunity for surgical trainees without being detrimental to patient outcome. We recommend that, in selected patients, under consultant supervision, laparoscopic cholecystectomy can be performed primarily by the surgical trainee without impacting on patient outcome or theatre scheduling.
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Conrad, Nailah, and Jaydon Farao. "Emergency remote teaching for design thinking in health innovation." Global Health Innovation 3, no. 2 (November 27, 2020): 1–2. http://dx.doi.org/10.15641/ghi.v3i2.1021.

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In March of 2020, South Africa responded to the global COVID-19 pandemic by instituting a full lockdown. This meant that only essential services were allowed to operate, causing schools, universities and workplaces to close. The University of Cape Town was about to complete its first term when this occurred. With campuses closed, students were asked to vacate residences and return home. The university went into emergency remote teaching, with all teaching and learning moving online. Students were provided with the necessary resources to access content via the university learning platform, but strict guidelines were set to ensure that the delivery of content was not data or bandwidth intensive. For our master’s-level course on Health Innovation and Design, this posed many challenges. Health Innovation and Design is part of the curriculum for the MPhil in Health Innovation and the MSc in Biomedical Engineering. It utilises design thinking methodologies as an approach to innovate for improvements in health and wellbeing. The course comprises group-based action learning with a project partner and endeavours to promote engaged scholarship (UCT, 2020) by interacting with constituencies outside the university for public good. For 2020, we had secured the provincial Department of Health as our project partner. Our students were going to work with a team on designing and developing an operating theatre information system for scheduling. We would have had our first hospital visit the week after the university closed its on-campus activities.
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Khalfalli, Marwa, Fouad Ben Abdelaziz, and Hichem Kamoun. "Multi-objective surgery scheduling integrating surgeon constraints." Management Decision 57, no. 2 (February 11, 2019): 445–60. http://dx.doi.org/10.1108/md-04-2018-0476.

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PurposeThe purpose of this paper is to generate a daily operating theater schedule aiming to minimize completion time and maximum overtime while integrating real-life surgeon constraints, such as their role, specialty, qualification and availability.Design/methodology/approachThe paper deals with complete surgery process using multi-objective surgery scheduling approach. Furthermore, the combinatorial nature of the studied problem does not allow to solve it to optimality. Therefore, the authors developed two approaches embedded in a tabu search metaheuristic, namely, weighted sum and e-constraint, to minimize completion time and maximum overtime.FindingsThe integration of the upstream and downstream services of an intervention and the consideration of the specific constraints related to surgeons are very essential to obtaining more closed schedules to the realty.Practical implicationsThe paper includes implications for the development of efficient schedules for a significant number of operations coming from different specialties throughout its complete surgery process under multi-resource constraints.Social implicationsThe paper can help hospital managers and decision makers to well manage the budget by minimizing the overtime cost and by offering efficient daily operating theater schedule.Originality/valueThe results of the paper will help hospital managers and decision makers to well manage the budget by minimizing the overtime cost and offering efficient daily operating theater schedule.
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Boyapati, Raghuram P., Jahnavi Mehta, and Paul Norris. "Same day cancellations of elective operations in a tertiary hospital in south-east England: a review of 11 000 patients in 1 year." British Journal of Healthcare Management 26, no. 1 (January 2, 2020): 27–33. http://dx.doi.org/10.12968/bjhc.2019.0029.

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Cancellations of elective operations have negative consequences, both for patients and the NHS. For the latter, reducing waiting times for surgical procedures remains a pressing concern, as does maintenance of adequate staffing. This study aimed to identify factors contributing to the cancellation of elective operations on the day of the procedure in order to suggest measures that could be taken to reduce these incidents. The retrospective details of just over 11 000 patients awaiting theatre admission for elective operations over a period of 1 year were obtained. The reasons behind last-minute operation cancellations were categorised as either patient factors or hospital factors. Data analysis suggested that the number of cancellations could be reduced by scheduling appointments with a senior doctor closer to the operation date.
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Wang, Tao, Nadine Meskens, and David Duvivier. "Scheduling operating theatres: Mixed integer programming vs. constraint programming." European Journal of Operational Research 247, no. 2 (December 2015): 401–13. http://dx.doi.org/10.1016/j.ejor.2015.06.008.

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22

Ankit Singh, Sougrakpam Sushillo Singh, and Priya Ravi. "Streamlining the Processes Preceding an Operation Using Six Sigma." Journal of Multidisciplinary Research in Healthcare 4, no. 2 (April 2, 2018): 101–7. http://dx.doi.org/10.15415/jmrh.2018.42009.

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Purpose: The operation theatre is the major cost and revenue centre in a hospital. The operation theatre’s optimum utilization will not only increase the revenue for the hospital but will also have a significant positive impact on customer satisfaction, for both internal and external customers. The present study aims in improving the existing process in an operation theatre suite of a tertiary care private hospital in Siliguri (West Bengal), which suffers from a process related problem, delay in scheduling operations (Sigma level 2.17), as found out in the Pilot Study. The study is carried out to improve the sigma level. Aligning with it, the operation theatre utilization is calculated with the objective of its bench marking, as per industry standards. Design/Methodology/Approach: The study is conducted within the framework of Defining, Measuring, Analysing, Improving, and Controlling (DMAIC) method of Six Sigma. To begin with, the Pilot Study is carried out to identify and define the problem. At the measuring and analysing stage, Pareto analysis technique is employed, aided by the Cause and Effect diagram. After the identification, causes are categorised as controllable and uncontrollable. This is followed by a brainstorming session, which is conducted in order to work out solutions relating to controllable causes. The Time Motion study data of 192 surgery cases is collected for the pre-implementation phase, while that of 236 surgery cases is collected for the post-implementation phase. An independent t test is carried out to find out the difference in the outcomes, both in the pre-implementation and the post-implementation phases, thereby reflecting the effectiveness of the solutions implemented. Findings: The baseline sigma level of 2.17 is improved to reach the 3.0 sigma level, concerning delay of scheduled operations. This is achieved by reducing the time lag that is experienced when shifting the patient from the Ward to the Operation Theatre, as also that relating to the cleaning and setting up of the Operation Theatre, between two surgeries. Practical implications: Reducing the set up and the cleaning time between two procedures helps in reducing the delay in scheduled operations, which can be achieved by the practice of shifting the patient one hour prior to the scheduled surgery. Similarly, when more surgeries need to be performed, their turnaround time can be reduced by deploying an adequate number of housekeeping staff. Thus, more number of surgeries can be done in a day and operation theatre utilization can be optimised.
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Freeman, Nickolas K., Sharif H. Melouk, and John Mittenthal. "A Scenario-Based Approach for Operating Theater Scheduling Under Uncertainty." Manufacturing & Service Operations Management 18, no. 2 (May 2016): 245–61. http://dx.doi.org/10.1287/msom.2015.0557.

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Zhou, Bing-hai, Meng Yin, and Zhi-qiang Lu. "An improved Lagrangian relaxation heuristic for the scheduling problem of operating theatres." Computers & Industrial Engineering 101 (November 2016): 490–503. http://dx.doi.org/10.1016/j.cie.2016.09.003.

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25

Wong, Andy, Erhan Kozan, Michael Sinnott, Lyndall Spencer, and Robert Eley. "Tracking the patient journey by combining multiple hospital database systems." Australian Health Review 38, no. 3 (2014): 332. http://dx.doi.org/10.1071/ah13070.

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With new national targets for patient flow in public hospitals designed to increase efficiencies in patient care and resource use, better knowledge of events affecting length of stay will support improved bed management and scheduling of procedures. This paper presents a case study involving the integration of material from each of three databases in operation at one tertiary hospital and demonstrates it is possible to follow patient journeys from admission to discharge. What is known about this topic? At present, patient data at one Queensland tertiary hospital are assembled in three information systems: (1) the Hospital Based Corporate Information System (HBCIS), which tracks patients from in-patient admission to discharge; (2) the Emergency Department Information System (EDIS) containing patient data from presentation to departure from the emergency department; and (3) Operation Room Management Information System (ORMIS), which records surgical operations. What does this paper add? This paper describes how a new enquiry tool may be used to link the three hospital information systems for studying the hospital journey through different wards and/or operating theatres for both individual and groups of patients. What are the implications for practitioners? An understanding of the patients’ journeys provides better insight into patient flow and provides the tool for research relating to access block, as well as optimising the use of physical and human resources.
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Hamid, Mahdi, Mojtaba Hamid, MirMohammad Musavi, and Ali Azadeh. "Scheduling elective patients based on sequence-dependent setup times in an open-heart surgical department using an optimization and simulation approach." SIMULATION 95, no. 12 (November 21, 2018): 1141–64. http://dx.doi.org/10.1177/0037549718811591.

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The surgery ward is the most expensive and profitable section of a hospital. The decisions made in this section therefore produce significant effects on the overall performance of the hospital. Planning and scheduling of the surgeries in the operating rooms would obviously lead to the enhancement of the performance of the operating rooms. The setup time of the operating rooms is a very important factor in initiating next surgeries and consequently in the scheduling of elective patients. The preparation time is usually affected by the sequence of the surgeries, especially in critical and longer surgeries, such as open-heart surgeries. In this study, a two-stage procedure is applied to improve the performance of the open-heart surgical department. In the first stage, a mathematical model is proposed for planning and scheduling of the surgeries in the open-heart surgery ward, considering the sequence-dependent setup times. In the next stage, an estimation of the optimum number of intensive care unit beds is provided using the discrete event simulation method. Finally, using a real-life example, the applicability of the proposed model is demonstrated and an analysis of the effect of the recommended number of intensive care unit beds—extracted from the simulation model—on the performance of the surgical theater is performed.
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Najjarbashi, Amirhossein, and Gino Lim. "Using Augmented ɛ-constraint Method for Solving a Multi-objective Operating Theater Scheduling." Procedia Manufacturing 3 (2015): 4448–55. http://dx.doi.org/10.1016/j.promfg.2015.07.455.

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Tri Ika R, Aris, Benny Sukandari, Okol Sri Suharyo, and Ayip Rivai Prabowo. "SCHEDULLING MODEL OF REPLENISHMENT AT SEA FOR STRICKING FORCE UNIT IN SEA OPERATION USING GENETIC ALGORITHM." JOURNAL ASRO 10, no. 2 (July 22, 2019): 1. http://dx.doi.org/10.37875/asro.v10i2.111.

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Navy as a marine core in the defense force is responsible for providing security for realizing stability and security of the country. At any time there was an invasion of other countries past through sea, TNI AL must be able to break the enemy resistance line through a sea operation to obtain the sea superiority. But this time the endurance of Striking force Unit at only 7-10 days and required replenishment at sea to maximize the presence in the theater of operations to meet a demand of the logistics: HSD, Freshwater, Lubricating Oil, foodstuffs and amonisi. For the optimal replenishment at sea required scheduling model supporting unit to get the minimum time striking force unit was on node rendezvous. Replenishment at sea scheduling model for striking force unit refers to the problems Vehicle routing problem with time windows using Genetic Algorithms. These wheelbase used is roulette for reproduction, crossover, and mutation of genes. Genetic algorithms have obtained optimum results in the shortest route provisioning scenario uses one supporting unit with a total time of 6.89 days. In scenario two supporting unit with minimal time is 4.97 days. In the scenario, the changing of the node replenishment Genetic Algorithm also get optimal time is 4.97 days with two supporting units. Research continued by changing the parameters of the population, the probability of crossover and mutation that can affect the performance of the genetic algorithm to obtain the solution. Keywords: Genetic Algorithm, Model Scheduling, Striking Force unit
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Devi, S. Prasanna, K. Suryaprakasa Rao, and S. Sai Sangeetha. "Prediction of Surgery Times and Scheduling of Operation Theaters in Optholmology Department." Journal of Medical Systems 36, no. 2 (April 14, 2010): 415–30. http://dx.doi.org/10.1007/s10916-010-9486-z.

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Haghi, M., S. M. T. Fatemi Ghomi, and P. Hooshangi-Tabrizi. "A novel deterministic model for simultaneous weekly assignment and scheduling decision-making in operating theaters." Scientia Iranica 24, no. 4 (August 1, 2017): 2035–49. http://dx.doi.org/10.24200/sci.2017.4293.

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Lee, Soo-Hoon, Tinglong Dai, Phillip H. Phan, Nehama Moran, and Jerry Stonemetz. "The Association Between Timing of Elective Surgery Scheduling and Operating Theater Utilization: A Cross-Sectional Retrospective Study." Anesthesia & Analgesia 134, no. 3 (February 18, 2022): 455–62. http://dx.doi.org/10.1213/ane.0000000000005871.

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32

Smith, William. "Scheduling stored combat load retrieval." Journal of Defense Analytics and Logistics 2, no. 2 (November 30, 2018): 80–93. http://dx.doi.org/10.1108/jdal-07-2017-0012.

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Purpose This paper aims to raise awareness of a potential planning pitfall and provide recommendations on how to assess and improve upon current practices. In potential conflict areas, such as the Korean Theater of Operations (KTO), military forces are required to store a portion of their ammunition combat load within depots and ammunition supply points under the control of a servicing ammunition company. This necessitates a lengthy retrieval process, as the ammunition company does not have enough resources to serve all customers simultaneously. Design/methodology/approach The stored combat load (SCL) retrieval process is modeled as a parallel machine scheduling problem and simulated using synthetic requirements. The current system of retrieval is contrasted against a proposed alternate system through a series of simulations scaled across three factors: number of ammunition company Soldiers, number of customer units and number of magazines. Findings The proposed alternate system demonstrates a significant potential for reducing the makespan of the SCL retrieval process when more than half of the magazines store SCL for multiple customers and there are more than five customers per Soldier. Originality/value Transitioning military units from a peacetime standing to full combat readiness as quickly as possible is of immense value within the KTO and other hostile areas with established troops not actively engaged in combat.
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Gabbay, Itay Elimelech, Uri Gabbay, Daniel A. Goldstein, and Yoav Nahum. "Should every candidate for cataract extraction be scheduled to the preoperative clinic? The Rabin Medical Center experience." European Journal of Ophthalmology 30, no. 6 (July 29, 2019): 1268–71. http://dx.doi.org/10.1177/1120672119865842.

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Background: Cataract surgery is one of the most common elective surgeries. We present a novel approach of preoperative triage using community-based ophthalmologist referral letters for scheduling surgery, thus reducing both patient and physician time prior to surgery. Since most patients are not routinely examined in a preoperative clinic, day of surgery cancelations are a possibility. The aim of this study is to evaluate the efficiency of our triage system. Methods: Historical prospective study in which the end point was day-of-surgery cancelation. The main outcome measure of this study was the rate of cancelations which could have been prevented by a preoperative visit. Patients’ records were reviewed for reasons for cancelation and demographics. Results: During the study period, 1030 patients underwent cataract surgery, 171 patients (16.6%) were examined in the preoperative clinic. Forty-five patients (4.4%) were canceled on the day of surgery due to various reasons. The main reason for cancelation (13 cases, 28.9%) was non-availability of operating theater. In 20 cases (1.9% of total patients, 44.4% of cancelations), the cancelations could have been prevented by a preoperative clinic visit. Conclusion: Our results suggests that most cataract patients do not require preoperative visit prior to the day of surgery. The cooperation of community-based ophthalmologists and the availability of senior surgeons in the operating theater allows for the proper implementation of our system. Direct referral to surgery could shorten both costs and time to surgery and provide timely treatment for cataracts in a cost-aware environment.
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Rathnayake, Dimuthu, Mike Clark, Viraj Jayasinghe, Viraj Udayanga, and Eiad Qudairat. "Perioperative time-management methods to reduce waiting times for elective surgery: a systematic review." British Journal of Healthcare Management 28, no. 12 (December 2, 2022): 1–8. http://dx.doi.org/10.12968/bjhc.2021.0145.

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Perioperative processes and adherence to scheduled times are crucial for efficient performance in operating theatres. This systematic review investigated the effects of efficient perioperative systems on the timeliness of upstream and downstream processes in surgical care pathways, looking at how these methods could reduce overall patient waiting times for elective surgery. The authors searched PubMed, EMBASE, SCOPUS, Web of Science and Cochrane databases for articles published after 1 January 2014. Both randomised and non-randomised studies were considered. A total of 7543 publications were screened, of which 20 were eligible for analysis. The studies varied widely in design, scope, reported outcomes and overall quality. Analysis demonstrated that a substantial amount of time could be saved through efficient scheduling and planning of perioperative processes, which could reduce overall patient waiting time for elective surgeries. Further evaluation with higher quality study designs and rigour is recommended for firmer conclusions.
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Gandhe, Rajashree U., Chinmaya P. Bhave, Neha T. Gedam, and Rashnita Sengupta. "Neuroanesthesia Practice during COVID-19: A Single-Center Experience." Journal of Neuroanaesthesiology and Critical Care 7, no. 03 (September 2020): 166–69. http://dx.doi.org/10.1055/s-0040-1721164.

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AbstractThe coronavirus disease 2019 (COVID-19) pandemic is a challenge for all health care providers (HCPs). Anesthesiologists are vulnerable to acquiring the disease during aerosol-generating procedures in operating theater and intensive care units. High index of suspicion, detailed history including travel history, strict hand hygiene, use of face masks, and appropriate personal protective equipment are some ways to minimize the risk of exposure to disease. Neurologic manifestations of COVID-19, modification of anesthesia regimen based on the procedure performed, and HCP safety are some implications relevant to a neuroanesthesiologist. National and international guidelines, recommendations, and position statements help in risk stratification, prioritization, and scheduling of neurosurgery and neurointervention procedures. Institutional protocols can be formulated based on the guidelines wherein each HCP has a definite role in this ever-changing scenario. Mental and physical well-being of HCPs is an integral part of successful management of patients. We present our experience in managing 143 patients during the lockdown period in India.
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Pappada, Scott M., Thomas J. Papadimos, Sadik Khuder, Sean T. Mack, Peyton Z. Beachy, and Andrew B. Casabianca. "Contributing Factors to Operating Room Delays Identified from an Electronic Health Record: A Retrospective Study." Anesthesiology Research and Practice 2022 (September 13, 2022): 1–7. http://dx.doi.org/10.1155/2022/8635454.

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The operating room (OR) is considered a major cost center and revenue generator for hospitals. Multiple factors contribute to OR delays and impact patient safety, patient satisfaction scores, and hospital financial performance. Reducing OR delays allows better utilization of OR resources and staffing and improves patient satisfaction while decreasing operating costs. Accurate scheduling can be the basis to achieve these goals. The objective of this initial study was to identify factors not normally documented in the electronic health record (EHR) that may contribute to or be indicators of OR delays. Materials and Methods. A retrospective data analysis was performed analyzing 67,812 OR cases from 12 surgical specialties at a small university medical center from 2010 through the first quarter of 2017. Data from the hospital’s EHR were exported and subjected to statistical analysis using Statistical Analysis System (SAS) software (SAS Institute, Cary, NC). Results. Statistical analysis of the extracted EHR data revealed factors that were associated with OR delays including, surgical specialty, preoperative assessment testing, patient body mass index, American Society of Anesthesiologists (ASA) physical status classification, daily procedure count, and calendar year. Conclusions. Delays hurt OR efficiency on many levels. Identifying those factors may reduce delays and better accommodate the needs of surgeons, staff, and patients thereby leading to improved patient’s outcomes and patient satisfaction. Reducing delays can decrease operating costs and improve the financial position of the operating theater as well as that of the hospital. Anesthesiology teams can play a key role in identifying factors that cause delays and implementing mitigating efficiencies.
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Hassanzadeh, Hamed, Justin Boyle, Sankalp Khanna, Barbara Biki, and Faraz Syed. "Daily surgery caseload prediction: towards improving operating theatre efficiency." BMC Medical Informatics and Decision Making 22, no. 1 (June 7, 2022). http://dx.doi.org/10.1186/s12911-022-01893-8.

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Abstract Background In many hospitals, operating theatres are not used to their full potential due to the dynamic nature of demand and the complexity of theatre scheduling. Theatre inefficiencies may lead to access block and delays in treating patients requiring critical care. This study aims to employ operating theatre data to provide decision support for improved theatre management. Method Historical observations are used to predict long-term daily surgery caseload in various levels of granularity, from emergency versus elective surgeries to clinical specialty-level demands. A statistical modelling and a machine learning-based approach are developed to estimate daily surgery demand. The statistical model predicts daily demands based on historical observations through weekly rolling windows and calendar variables. The machine learning approach, based on regression algorithms, learns from a combination of temporal and sequential features. A de-identified data extract of elective and emergency surgeries at a major 783-bed metropolitan hospital over four years was used. The first three years of data were used as historical observations for training the models. The models were then evaluated on the final year of data. Results Daily counts of overall surgery at a hospital-level could be predicted with approximately 90% accuracy, though smaller subgroups of daily demands by medical specialty are less predictable. Predictions were generated on a daily basis a year in advance with consistent predictive performance across the forecast horizon. Conclusion Predicting operating theatre demand is a viable component in theatre management, enabling hospitals to provide services as efficiently and effectively as possible to obtain the best health outcomes. Due to its consistent predictive performance over various forecasting ranges, this approach can inform both short-term staffing choices as well as long-term strategic planning.
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38

Monaghan, R., M. Hoey, and A. Lavelle. "The effect of overlapping surgical scheduling on operating theatre productivity." Anaesthesia, October 18, 2022. http://dx.doi.org/10.1111/anae.15893.

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39

Kishikova, Lyudmila, Ahmed S. Bardan, Elizabeth Hawkes, Rawya A. Diab, Venkat Avadhanam, Mehran Zarei-Ghanavati, and Christopher Liu. "Sequence of mixed ophthalmic operating lists: A national survey of UK consultants." Journal of Perioperative Practice, July 1, 2021, 175045892110066. http://dx.doi.org/10.1177/17504589211006639.

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Ophthalmic surgical operating lists include intraocular and extraocular procedures, as well as clean non-infectious and dirty infectious cases. Patient age, diabetic status, local or general anaesthesia must be considered during ophthalmic theatre scheduling. Traditionally children and ‘clean cases’ are prioritised. However, factors such as the need for an interpreter, patient transport and latex allergy affect the sequencing of ophthalmic lists. An electronic survey was sent to all UK ophthalmology consultants through the Royal College of Ophthalmologists registry, enquiring about their preference in sequencing mixed theatre lists, what operations they considered clean and dirty, and the presence of departmental protocol for list sequencing. There was a 16.9% response rate ( n = 222/1311). A majority of 75.2% ( n = 167/222) had mixed operating lists of intraocular and extraocular cases. Of those performing mixed operating lists, 44.3% ( n = 74/167) stated they would operate on intraocular cases before extraocular cases, and 92.8% ( n = 155/167) would perform ‘clean’ before ‘dirty’ cases. Fifty-nine per cent ( n = 98/167) have a departmental protocol to help determine list order. This survey has demonstrated that there is a trend to perform ‘clean’ before ‘dirty’ and intraocular before extraocular cases. Given the results of the survey, we outline our recommendation on how to sequence mixed ophthalmic theatre lists.
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Yang, Xiankai, Yuvraj Gajpal, Vivek Roy, and Srimantoorao Appadoo. "Tactical level operating theatre scheduling of elective surgeries for maximizing hospital performance." Computers & Industrial Engineering, November 2022, 108799. http://dx.doi.org/10.1016/j.cie.2022.108799.

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41

Pandit, J. J., S. K. Ramachandran, and M. Pandit. "The effect of overlapping surgical scheduling on operating theatre productivity: a narrative review." Anaesthesia, July 21, 2022. http://dx.doi.org/10.1111/anae.15797.

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42

Eshghali, Masoud, Devika Kannan, Navid Salmanzadeh-Meydani, and Amir Mohammad Esmaieeli Sikaroudi. "Machine learning based integrated scheduling and rescheduling for elective and emergency patients in the operating theatre." Annals of Operations Research, January 19, 2023. http://dx.doi.org/10.1007/s10479-023-05168-x.

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43

Tait, Sophie M., Tarek Z. Katbeh, Basil Ibrahim, and Ahmad H. M. Nassar. "WE8.1 Index admission cholecystectomy with or without single session bile duct exploration for emergency gall stone complications neutralised the adverse effects of COVID." British Journal of Surgery 109, Supplement_5 (August 1, 2022). http://dx.doi.org/10.1093/bjs/znac248.168.

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Abstract Aims The COVID-19 pandemic impacted surgical practice globally. We aim to study the effects this had on the presentations, practice and results of biliary surgery on a unit adopting index admission laparoscopic cholecystectomy (LC) and single session management of bile duct stones for emergency presentations. Methods Prospectively collected data of biliary surgery over a period of 12 months pre-COVID (PRE) and 12 months post-COVID (POST) was analysed. The presentation, type of admission, type of operating list and operative and postoperative data were compared. Results 257 LCs were done PRE and 270 POST. All emergency presentations increased; acute cholecystitis 8.5% to 25.9%, acute pancreatitis 6.2% to 11.8% and jaundice 22.5% to 27.7%. Elective LC decreased from 53% to 20%. With an increase in patients with previous admissions (13.6% PRE vs 20.7% POST), 87% of PRE vs 80% POST had index admission LC, utilising 192 emergency theatre sessions and 29 CEPOD lists. In spite of increased LC difficulty grades (grades 4 and 5 from 20.2% to 30.5%), bile duct explorations (34%), operating time and median total hospital stay the morbidity, mortality and median presentation to resolution intervals were not affected. Conclusions Covid-19 caused an increase in all acute biliary presentations requiring emergency admissions, almost certainly the result of a significant decline in elective LC. However, similar numbers of LC PRE and POST were maintained due to a policy of index admission surgery and bile duct exploration, utilising emergency theatre scheduling, optimised clinical outcomes in spite of some logistical parameters being affected.
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44

Andersen, Anders Reenberg, Thomas Jacob Riis Stidsen, and Line Blander Reinhardt. "Simulation-Based Rolling Horizon Scheduling for Operating Theatres." SN Operations Research Forum 1, no. 2 (March 27, 2020). http://dx.doi.org/10.1007/s43069-020-0009-6.

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45

Schoenfelder, Jan, Sebastian Kohl, Manuel Glaser, Sebastian McRae, Jens O. Brunner, and Thomas Koperna. "Simulation-based evaluation of operating room management policies." BMC Health Services Research 21, no. 1 (March 24, 2021). http://dx.doi.org/10.1186/s12913-021-06234-5.

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Abstract Background Since operating rooms are a major bottleneck resource and an important revenue driver in hospitals, it is important to use these resources efficiently. Studies estimate that between 60 and 70% of hospital admissions are due to surgeries. Furthermore, staffing cannot be changed daily to respond to changing demands. The resulting high complexity in operating room management necessitates perpetual process evaluation and the use of decision support tools. In this study, we evaluate several management policies and their consequences for the operating theater of the University Hospital Augsburg. Methods Based on a data set with 12,946 surgeries, we evaluate management policies such as parallel induction of anesthesia with varying levels of staff support, the use of a dedicated emergency room, extending operating room hours reserved as buffer capacity, and different elective patient sequencing policies. We develop a detailed simulation model that serves to capture the process flow in the entire operating theater: scheduling surgeries from a dynamically managed waiting list, handling various types of schedule disruptions, rescheduling and prioritizing postponed and deferred surgeries, and reallocating operating room capacity. The system performance is measured by indicators such as patient waiting time, idle time, staff overtime, and the number of deferred surgeries. Results We identify significant trade-offs between expected waiting times for different patient urgency categories when operating rooms are opened longer to serve as end-of-day buffers. The introduction of parallel induction of anesthesia allows for additional patients to be scheduled and operated on during regular hours. However, this comes with a higher number of expected deferrals, which can be partially mitigated by employing additional anesthesia teams. Changes to the sequencing of elective patients according to their expected surgery duration cause expectable outcomes for a multitude of performance indicators. Conclusions Our simulation-based approach allows operating theater managers to test a multitude of potential changes in operating room management without disrupting the ongoing workflow. The close collaboration between management and researchers in the design of the simulation framework and the data analysis has yielded immediate benefits for the scheduling policies and data collection efforts at our practice partner.
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Tyagi, Meeta, P. K. Tyagi, Sanjeet Singh, Sidhartha Satpathy, Sunil Kant, Shakti Kumar Gupta, and Rajvir Singh. "Allocation scheduling leads to optimum utilization of operation theater time." Medical Journal Armed Forces India, February 2021. http://dx.doi.org/10.1016/j.mjafi.2020.09.005.

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47

Charan Raj, Mede, Mohd Aamir Osmani, and N. Lakshmi Bhaskar. "OPERATING ROOM TIME ANALYSIS IN A TERTIARY CARE HOSPITAL : TO FIND BOTTLENECKS FOR IMPROVEMENT." INTERNATIONAL JOURNAL OF SCIENTIFIC RESEARCH, August 1, 2021, 66–67. http://dx.doi.org/10.36106/ijsr/6830409.

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BACKGROUND: rd Operating rooms (ORs) cost constitute a major investment of healthcare resources, approximating 1/3 of the total hospital budget and are among the most important areas of the hospital, contributing to both the workload and the revenue. OR efficiency is dened functionally in terms of underutilized and overutilized hours of ORtime. METHOD: A two p art study containing a prospective analysis time motion study of the operating room (OR) database to retrieve only the cases involving ve major operation theatres followed by a dichotomous open formal questionnaire with yes or no options to take the opinion of the operating room staff i.e., consultants, residents (both surgeons and anesthetists) and nurses RESULTS: Based on the time motion study the delays were mostly identied in T1-Wheel in time, T2- Anesthesia induction T6-cleaning of OR. In part 2 of the study it was evident that 65 % of the staff were of an opinion that OR is currently underutilized, 45% of the staff opined that signicant time is wasted between two surgeries and 75 % opined that they couldn't complete the scheduled list. CONCLUSIONS : Proper scheduling of regular cases and clarity in preparation of OT list, augmenting the man power, establishment good supply chain by providing sub stores in operation operating room, arrangement of sterile supplies and other equipment for the OR adequately by nursing staff could possibly lead in effective utilization of the Operating room time
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48

Heider, Steffen, Jan Schoenfelder, Thomas Koperna, and Jens O. Brunner. "Balancing control and autonomy in master surgery scheduling: Benefits of ICU quotas for recovery units." Health Care Management Science, February 9, 2022. http://dx.doi.org/10.1007/s10729-021-09588-8.

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AbstractWhen scheduling surgeries in the operating theater, not only the resources within the operating theater have to be considered but also those in downstream units, e.g., the intensive care unit and regular bed wards of each medical specialty. We present an extension to the master surgery schedule, where the capacity for surgeries on ICU patients is controlled by introducing downstream-dependent block types – one for both ICU and ward patients and one where surgeries on ICU patients must not be performed. The goal is to provide better control over post-surgery patient flows through the hospital while preserving each medical specialty’s autonomy over its operational surgery scheduling. We propose a mixed-integer program to determine the allocation of the new block types within either a given or a new master surgery schedule to minimize the maximum workload in downstream units. Using a simulation model supported by seven years of data from the University Hospital Augsburg, we show that the maximum workload in the intensive care unit can be reduced by up to 11.22% with our approach while maintaining the existing master surgery schedule. We also show that our approach can achieve up to 79.85% of the maximum workload reduction in the intensive care unit that would result from a fully centralized approach. We analyze various hospital setting instances to show the generalizability of our results. Furthermore, we provide insights and data analysis from the implementation of a quota system at the University Hospital Augsburg.
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Liang, Feng, Yuanyuan Guo, and Richard Y. K. Fung. "Simulation-Based Optimization for Surgery Scheduling in Operation Theatre Management Using Response Surface Method." Journal of Medical Systems 39, no. 11 (September 18, 2015). http://dx.doi.org/10.1007/s10916-015-0349-5.

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Pancharatnam, Rohan Andrew, Sheryl Abraham, Anjolaoluwa Adeniran, and Jonathan Candan. "P71 Investigating the rate of successful day case discharges for laparoscopic cholecystectomies between June-November 2019." BJS Open 5, Supplement_1 (April 1, 2021). http://dx.doi.org/10.1093/bjsopen/zrab032.070.

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Abstract Introduction Laparoscopic Cholecystectomy (LC) is the gold standard treatment for symptomatic gallstones. The British Association of Day Surgery (BADS) recommend that at least 60% of LCs are performed as day cases. We investigated the rate of successful discharge for LCs and factors contributing to unexpected overnight stays. Methods Retrospective data analysis was performed on elective LCs between June-November 2019. Electronic records were reviewed for: admission and discharge date; time of procedure; length of procedure; training grade of the surgeon; use of total intravenous anaesthesia (TIVA) or volatile anaesthesia; use of IV morphine in theatre/recovery and reasons for failed discharge. Results A total of 119 patients underwent elective LC, of which 63 were planned day cases. 46 patients (73.0%) listed as day cases were successfully discharged the same day. LCs performed before 1pm had a success rate of 78.8% compared to 45.5% after 1pm (p < 0.05). There was no statistically significant difference in success rates due to length of procedure; training grade of the surgeon; method of induction (TIVA or Volatile) or use of IV morphine in theatre/recovery. 17 planned day cases failed same day discharge. 7 of these patients (41.2%) reported pain and 4 (23.3%) reported nausea, vomiting or dizziness. Conclusion This centre successfully discharged 73.0% of planned day case LCs, although only 52.9% of elective LCs were listed as day cases. Success rates were positively associated with am procedures compared to pm. We recommend a review of operation scheduling and evening staffing in order to increase the probability of discharge on the same day.
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