Welcome to Scribd, the world's digital library. Read, publish, and share books and documents. See more ➡
Standard view
Full view
of .
Add note
Save to My Library
Sync to mobile
Look up keyword
Like this
0 of .
Results for:
No results containing your search query
P. 1
Waiting Time Management

Waiting Time Management

Ratings: (0)|Views: 340|Likes:
Published by Riaz Ahemad
Waiting Time Management
Waiting Time Management

More info:

Categories:Types, Research
Published by: Riaz Ahemad on Mar 22, 2011
Copyright:Attribution Non-commercial


Read on Scribd mobile: iPhone, iPad and Android.
download as PDF, DOC, TXT or read online from Scribd
See More
See less





SubmittedBy:-RiazAhemadSubmittedTo:-MrPinkal Shah
Waiting Time Management in Hospital 
Waiting time Management in Hospital
Long waiting lists have become symbols of the inefficiency of hospital services all over the world,particularly in publicly funded hospitals. After decades of attempts, we still do not know what it wouldtake to solve the problem. The dynamics of waiting lists are not well understood. Also, the potentialproductive capacity of the hospitals is hard to estimate, as hospital production is very complex.We believe that most hospitals operate close to their capacity limits, given the way they are organized andgiven the present methods of coordination and control. We do not know if these methods are the best, or if significant improvements could be achieved by employing other methods.One way to alleviate the burden for patients waiting weeks or months for admission would be to givethem the date of admission right away. A firm date would be of great practical value and probably makelong waits less stressful. This requires a booked admission system.The European working group on operational research applied to health services was established in 1975.Many hospital applications deal, one way or another, with problems related to the uncertainty andvariability in demand for resources and services.A typical application is reported from an outpatient clinic that suffered from a high degree of congestion,with patients often waiting over half an hour, and sometimes much longer, for consultations that lasted afew minutes.Other applications include scheduling admissions,
evaluation of priority strategies
allocation of operatingtheatres,
capacity planning for intensive care units, bed capacity analysis and planning,
and blood bank managementIn these and other areas, operational research can provide not only numerical answers to problems, butalso insights into the nature of the problem, thereby helping hospital staff and managers to ask the rightquestions, make sense of the answers, and look in the right direction for solutions.
Waiting Time Management in Hospital
Compared with many other organizations, hospitals have been slow in adopting operational research as ameans to improve their performance.Applications are scattered and the results not always used, even if they are relevant and reliable. Theimplication is that, so far, hospitals have largely failed to use one of the most potent methods currentlyavailable for improving the performance of complex organizations.
Waiting times are important to patients because:The patient's condition may deteriorate while waiting and in some cases the effectiveness of the proposedtreatment may be reduced.The very experience of waiting can be extremely distressing in itself.The patient's family life may be adversely affected by waiting.The patient's employment circumstances may be adversely affected by waiting.Excessive waiting times may be symptoms of inefficiencies in the healthcare system and should beaddressed as part of good management.A comparatively short period of waiting which is managed in the patient's best interests may support theappropriate scheduling of routine and emergency care and ensure the most urgent patients are seen first.Excessive waiting times, however, must be reduced. The Health White Paper, "Partnership for Care",holds Hospital Boards accountable for a three-tier approach to improving waiting times by:1. Ensuring that national targets will be met.2. Ensuring that condition specific targets set by Hospital Quality Improvement Scotland aredelivered.3. Requiring Hospital Boards to set challenging local targets which reach and then exceed nationaltargets.

You're Reading a Free Preview

/*********** DO NOT ALTER ANYTHING BELOW THIS LINE ! ************/ var s_code=s.t();if(s_code)document.write(s_code)//-->