Operating room planning and scheduling: A literature review.

This paper provides a review of recent research on operating room planning and scheduling. We evaluate the literature on multiple fields that are related to either the problem setting (e.g. performance measures or patient classes) or the technical features (e.g. solution technique or uncertainty incorporation). Since papers are pooled and evaluated in various ways, a diversified and detailed overview is obtained that facilitates the identification of manuscripts related to the reader's specific interests. Throughout the literature review, we summarize the significant trends in research on operating room planning and scheduling and we identify areas that need to be addressed in the future.Health care; Operating room; Scheduling; Planning; Literature review;

Evaluating the capacity of clinical pathways through discrete-event simulation.

Organizing a medical facility efficiently is hard due to the numerous patient trajectories and their use of joint and scarce resources. Moreover, these trajectories tend to be complex and characterized by uncertain medical processes. In this paper, we will structure patient trajectories using clinical pathways and aggregate them in a discrete-event simulation model. This model enables the health manager to evaluate and improve important performance indicators, both for the patient and the hospital, by conducting a detailed sensitivity analysis. Two case studies, performed at large hospitals in Antwerp and Leuven (Belgium), will be introduced and briefly discussed in order to illustrate the generic nature of the model.Capacity management; Case studies; Discrete-event simulation; Health care operations; Processes; Structure; Simulation; Model; Performance; Indicators; Sensitivity; Studies; Hospitals; Belgium; Order;

Can the surgical checklist reduce the risk of wrong site surgery in orthopaedics? - can the checklist help? Supporting evidence from analysis of a national patient incident reporting system

<p>Abstract</p> <p>Background</p> <p>Surgical procedures are now very common, with estimates ranging from 4% of the general population having an operation per annum in economically-developing countries; this rising to 8% in economically-developed countries. Whilst these surgical procedures typically result in considerable improvements to health outcomes, it is increasingly appreciated that surgery is a high risk industry. Tools developed in the aviation industry are beginning to be used to minimise the risk of errors in surgery. One such tool is the World Health Organization's (WHO) surgery checklist. The National Patient Safety Agency (NPSA) manages the largest database of patient safety incidents (PSIs) in the world, already having received over three million reports of episodes of care that could or did result in iatrogenic harm. The aim of this study was to estimate how many incidents of wrong site surgery in orthopaedics that have been reported to the NPSA could have been prevented by the WHO surgical checklist.</p> <p>Methods</p> <p>The National Reporting and Learning Service (NRLS) database was searched between 1^stJanuary 2008- 31^stDecember 2008 to identify all incidents classified as wrong site surgery in orthopaedics. These incidents were broken down into the different types of wrong site surgery. A Likert-scale from 1-5 was used to assess the preventability of these cases if the checklist was used.</p> <p>Results</p> <p>133/316 (42%) incidents satisfied the inclusion criteria. A large proportion of cases, 183/316 were misclassified. Furthermore, there were fewer cases of actual harm [9% (12/133)] versus 'near-misses' [121/133 (91%)]. Subsequent analysis revealed a smaller proportion of 'near-misses' being prevented by the checklist than the proportion of incidents that resulted in actual harm; 18/121 [14.9% (95% CI 8.5 - 21.2%)] versus 10/12 [83.3% (95%CI 62.2 - 104.4%)] respectively. Summatively, the checklist could have been prevented 28/133 [21.1% (95%CI 14.1 - 28.0%)] patient safety incidents.</p> <p>Discussion</p> <p>Orthopaedic surgery is a high volume specialty with major technical complexity in terms of equipment demands and staff training and familiarity. There is therefore an increased propensity for errors to occur. Wrong-site surgery still occurs in this specialty and is a potentially devastating situation for both the patient and surgeon. Despite the limitations of inclusion and reporting bias, our study highlights the need to match technical precision with patient safety. Tools such as the WHO surgical checklist can help us to achieve this.</p

A multi-method exploration of surgical incidents in UK context: causes, impact, support, and learning.

Introduction: Surgical incidents are events that occur during a surgical or invasive procedure in an operating theatre. When an incident happens, priority is rightly given to supporting the patient and their family. These incidents can also have a profound negative impact on the healthcare professionals involved. Aim: The overall aim of this PhD programme of work was to explore the impact of surgical incidents on operating theatre staff, what factors might have contributed to their occurrence, and how staff could be better supported following such events. Methods: The thesis is comprised of four stages. The researcher conducted a systematic review of the of the psychological, emotional, and behavioural impacts of surgical incidents on operating theatre staff (stage one). A second systematic review was carried out to explore what practical tools might help teams deconstruct and learn from safety incidents in various high reliability organisations and whether those tools could be adapted for use in the healthcare system (stage two). The researcher also conducted a retrospective review of surgical incidents to identify what factors might have contributed to the occurrence of serious surgical incidents at a large London NHS Trust (stage three). The researcher then conducted the first qualitative study in the UK to explore the personal, professional, and behavioural impact of surgical incidents on operating theatre staff (both medical and non-medical) and how they could be better supported following a surgical event (stage four). Results: The researcher found a significant knowledge gap around what structured support systems were currently in place to support theatre staff involved in surgical incidents (stage one). The second systematic review (stage two) revealed how high reliability organisations such as aviation and military use various learning tools such as debriefing, simulation, crew resource management and reporting systems to disseminate safety messages to their staff. The researcher found the following factors, including the task, equipment and resources, teamwork, work environmental, and organisational and management, contributed to the occurrence of surgical incidents (stage three). Theatre protocols were also found to be either unavailable, outdated, or not followed correctly. The lack of effective communication within multidisciplinary teams, and inadequate medical staffing levels were perceived to have also contributed. The researcher conducted 45 interviews with medical and non-medical operating staff (stage four), who emphasised the importance of receiving personalised support soon after the incident. Theatre staff described how the first “go to” person was their peers and reported feeling comforted when their peers empathised with their own experience(s). Other participants found it very difficult to receive support, perceiving it as a sign of weakness. Although family members played an important role in supporting second victims, some participants felt unable to discuss the incident with them, fearing that they might not understand. This study further highlighted unfairness during the investigation process in the treatment of non-medical theatre staff. Discussion and Conclusion: This study revealed the need for clear support structures to be put in place for theatre staff who have been involved in surgical incidents. Healthcare organisations need to offer timely support to front-line staff following these incidents. They need to encourage multidisciplinary team investigation process to promote fairness and transparency. Senior clinicians should be proactive in offering support to junior colleagues and empathise with their own experiences, thus shifting the competitive culture to one of openness and support. Healthcare organisations should find ways to adapt the learning tools or initiatives used in high reliability organisations following safety incidents. However, the way these tools or initiatives are implemented is critical and so further work is needed to explore how to successfully embed them into healthcare organisations

Immediate and long-term impact of the COVID-19 pandemic on delivery of surgical services

Background The ongoing pandemic is having a collateral health effect on delivery of surgical care to millions of patients. Very little is known about pandemic management and effects on other services, including delivery of surgery. Methods This was a scoping review of all available literature pertaining to COVID‐19 and surgery, using electronic databases, society websites, webinars and preprint repositories. Results Several perioperative guidelines have been issued within a short time. Many suggestions are contradictory and based on anecdotal data at best. As regions with the highest volume of operations per capita are being hit, an unprecedented number of operations are being cancelled or deferred. No major stakeholder seems to have considered how a pandemic deprives patients with a surgical condition of resources, with patients disproportionally affected owing to the nature of treatment (use of anaesthesia, operating rooms, protective equipment, physical invasion and need for perioperative care). No recommendations exist regarding how to reopen surgical delivery. The postpandemic evaluation and future planning should involve surgical services as an essential part to maintain appropriate surgical care for the population during an outbreak. Surgical delivery, owing to its cross‐cutting nature and synergistic effects on health systems at large, needs to be built into the WHO agenda for national health planning. Conclusion Patients are being deprived of surgical access, with uncertain loss of function and risk of adverse prognosis as a collateral effect of the pandemic. Surgical services need a contingency plan for maintaining surgical care in an ongoing or postpandemic phase.publishedVersio

Discussing surgical innovation with patients: A qualitative study of surgeons’ and governance representatives’ views

Objectives Little is known about how innovative surgical procedures are introduced and discussed with patients. This qualitative study aimed to explore perspectives on information provision and consent prior to innovative surgical procedures.Design Qualitative study involving semi-structured interviews. Interviews were audio recorded, transcribed and analysed thematically.Participants 42 interviews were conducted (26 surgeons and 16 governance representatives).Setting Surgeons and governance representatives recruited from various surgical specialties and National Health Service (NHS) Trusts across England, UK.Results Participants stated that if a procedure was innovative, patients should be provided with additional information extending beyond that given during routine surgical consultations. However, difficulty defining innovation had implications for whether patients were informed about novel components of surgery and how the procedure was introduced (ie, as part of a research study, trust approval or in routine clinical practice). Furthermore, data suggest surgeons found it difficult to establish what information is essential and how much detail is sufficient, and governance surrounding written and verbal information provision differed between NHS Trusts. Generally, surgeons believed patients held a view that ‘new’ was best and reported that managing these expectations could be difficult, particularly if patient views aligned with their own.Conclusions This study highlights the challenges of information provision and obtaining informed consent in the context of innovative surgery, including establishing if and how a procedure is truly innovative, determining the key information to discuss with patients, ensuring information provision is objective and balanced, and managing patient expectations and preferences. This suggests that surgeons may require support and training to discuss novel procedures with patients. Further work should capture consultations where new procedures are discussed with patients and patients’ views of these information exchanges

Payment by results and demand management: learning from the South Yorkshire laboratory

The need for effective demand management has become more transparent following the introduction of Payment by Results, Patient Choice and other reforms. This report details the findings of an empirical study exploring the South Yorkshire experience of demand management. By being ahead of the game in introducing PbR for all activity in all its acute trusts in the South Yorkshire area, the experience in South Yorkshire has the potential to inform the national roll-out of Payment by Results and Choose and Book. Specific objectives included: • assessing local perceptions of the nature and scale of changes in demand and whether this will be affected as other reforms, specifically Patient Choice, are implemented; • identifying what strategies are being developed locally to manage demand effectively; • documenting any benefits and drawbacks of different strategies for patients, PCTs, providers and the wider health economy; • identifying any facilitators and barriers to developing effective approaches for managing demand; • eliciting opinions on how current demand management strategies could be improved or adapted

Integer programming for building robust surgery schedules.

This paper proposes and evaluates a number of models for building robust cyclic surgery schedules. The developed models involve two types of constraints. Demand constraints ensure that each surgeon (or surgical group) obtains a specific number of operating room (OR) blocks. Capacity con- straints limit the available OR blocks on each day. Furthermore, the number of operated patients per block and the length of stay (LOS) of each operated patient are dependent on the type of surgery. Both are considered stochas- tic, following a multinomial distribution. We develop a number of MIP-based heuristics and a metaheuristic to minimize the expected total bed shortage and present computational results.Constraint; Demand; Distribution; Expected; Heuristic; Integer programming; Model; Models; Resource leveling; Surgery scheduling;

Improving surgeon utilization in an orthopedic department using simulation modeling

Purpose: Worldwide more than two billion people lack appropriate access to surgical services due to mismatch between existing human resource and patient demands. Improving utilization of existing workforce capacity can reduce the existing gap between surgical demand and available workforce capacity. In this paper, the authors use discrete event simulation to explore the care process at an orthopedic department. Our main focus is improving utilization of surgeons while minimizing patient wait time. Methods: The authors collaborated with orthopedic department personnel to map the current operations of orthopedic care process in order to identify factors that influence poor surgeons utilization and high patient waiting time. The authors used an observational approach to collect data. The developed model was validated by comparing the simulation output with the actual patient data that were collected from the studied orthopedic care process. The authors developed a proposal scenario to show how to improve surgeon utilization. Results: The simulation results showed that if ancillary services could be performed before the start of clinic examination services, the orthopedic care process could be highly improved. That is, improved surgeon utilization and reduced patient waiting time. Simulation results demonstrate that with improved surgeon utilizations, up to 55% increase of future demand can be accommodated without patients reaching current waiting time at this clinic, thus, improving patient access to health care services. Conclusion: This study shows how simulation modeling can be used to improve health care processes. This study was limited to a single care process; however the findings can be applied to improve other orthopedic care process with similar operational characteristics. Keywords: waiting time, patient, health care processpublishedVersio