A framework for health care planning and control

Rising expenditures spur health care organizations to organize their processes more efficiently and effectively. Unfortunately, health care planning and control lags far behind manufacturing planning and control. Successful manufacturing planning and control concepts can not be directly copied, because of the unique nature of health care delivery. We analyze existing planning and control concepts or frameworks for health care operations management, and find that they do not properly address various important planning and control problems. We conclude that they only focus on hospitals, and are too narrow, focusing on a single managerial area, such as resource capacity planning, or ignoring hierarchical levels. We propose a modern framework for health care planning and control. Our framework integrates all managerial areas involved in health care delivery operations and all hierarchical levels of control, to ensure completeness and coherence of responsibilities for every managerial area. The framework can be used to structure the various planning and control functions, and their interaction. It is applicable broadly, to an individual department, an entire health care organization, and to a complete supply chain of cure and care providers. The framework can be used to identify and position various types of managerial problems, to demarcate the scope of organization interventions, and to facilitate a dialogue between clinical staff and managers. We illustrate the application of the framework with examples

Shift rostering using decomposition: assign weekend shifts first

This paper introduces a shift rostering problem that surprisingly has not been studied in literature: the weekend shift rostering problem. It is motivated by our experience that employees’ shift preferences predominantly focus on the weekends, since many social activities happen during weekends. The Weekend Rostering Problem (WRP) addresses the rostering of weekend shifts, for which we design a problem specific heuristic. We consider the WRP as the first phase of the shift rostering problem. To complete the shift roster, the second phase assigns the weekday shifts using an existing algorithm. We discuss effects of this two-phase approach both on the weekend shift roster and on the roster as a whole. We demonstrate that our first-phase heuristic is effective both on generated instances and real-life instances. For situations where the weekend shift roster is one of the key determinants of the quality of the complete roster, our two-phase approach shows to be effective when incorporated in a commercially implemented algorithm

Taxonomic classification of planning decisions in health care: a review of the state of the art in OR/MS

We provide a structured overview of the typical decisions to be made in resource capacity planning and control in health care, and a review of relevant OR/MS articles for each planning decision. The contribution of this paper is twofold. First, to position the planning decisions, a taxonomy is presented. This taxonomy provides health care managers and OR/MS researchers with a method to identify, break down and classify planning and control decisions. Second, following the taxonomy, for six health care services, we provide an exhaustive specification of planning and control decisions in resource capacity planning and control. For each planning and control decision, we structurally review the key OR/MS articles and the OR/MS methods and techniques that are applied in the literature to support decision making

Tactical project planning under uncertainty: fuzzy approach

At the tactical planning level in a multi-project environment, uncertainties are inherent to the workloads, and costs may be involved for using non-regular capacity and violating project due dates. We propose an approach to identify whether non-regular capacities might be needed to meet the projects' due dates. This problem is known as rough-cut capacity planning (RCCP) problem under uncertainty. We propose a possibilistic approach, which is based on modelling uncertain workloads with fuzzy sets. We present the resulting fuzzy rough-cut capacity planning (FRCCP), and show that we can use the possibilistic approach to provide a robust solution with a fuzzy resource loading profile that supports managers in decision making. We provide a simulated annealing approach to solve the FRCCP, and test it against several existing RCCP approaches. For the experiments we use real life instances from a shipyard maintenance centre

Efficiency evaluation for pooling resources in health care: An interpretation for managers

Subject/Research problem\ud Hospitals traditionally segregated resources into centralized functional departments such as diagnostic departments, ambulatory care centres, and nursing wards. In recent years this organizational model has been challenged by the idea that higher quality of care and efficiency in service delivery can be achieved when services are organized around patient groups. Examples are specialized clinics for breast cancer patients and clinical pathways for diabetes patients. Hospitals are grappling more and more with the question, should we become more centralized to achieve economies of scale or more decentralized to achieve economies of focus. In this paper service and patient group characteristics are examined to determine conditions where a centralized model is more efficient and conversely where a decentralized model is more efficient.\ud Research Question\ud When organizing hospital capacity what service and patient group characteristics indicate that efficiency can be gained through economies of scale vs. economies of focus?\ud Approach\ud Using quantitative models from the Queueing Theory and Simulation disciplines the performance of centralized and decentralized hospital clinics are compared. This is done for a variety of services and patient groups. \ud Result\ud The study results in a model measuring the tradeoffs between economies of scale and economies of focus. From this model “rules of thumb” for managers are derived.\ud Application\ud The general results support strategic planning for a new facility at the Netherlands Cancer Institute - Antoni van Leeuwenhoek Hospital. A model developed during this study is also applied in the Chemotherapy Department of the same hospital.\u

Designing for Economies of Scale vs. Economies of Focus in Hospital Departments

Subject/Research problem: Hospitals traditionally segregate resources into centralized functional departments such as diagnostic departments, ambulatory care centres, and nursing wards. In recent years this organizational model has been challenged by the idea that higher quality of care and efficiency in service delivery can be achieved when services are organized around patient groups. Examples are specialized clinics for breast cancer patients and clinical pathways for diabetes patients. Hospitals are struggling with the question whether to become more centralized to achieve economies of scale or more decentralized to achieve economies of focus. In this paper service and patient group characteristics are examined to determine conditions where a centralized model is more efficient and conversely where a decentralized model is more efficient. - Research Question: When organizing hospital capacity what service and patient group characteristics indicate efficiency can be gained through economies of scale vs. economies of focus? - Approach: Using quantitative Queueing Theory and Simulation models the performance of centralized and decentralized hospital clinics is compared. This is done for a variety of services and patient groups. - Result: The study results in a model measuring the tradeoffs between economies of scale and economies of focus. From this model management guidelines are derived. - Application: The general results support strategic planning for a new facility at the Netherlands Cancer Institute - Antoni van Leeuwenhoek Hospital. A model developed during this research is also applied in the Chemotherapy Department of the same hospital

Efficiency evaluation for pooling resources in health care

Hospitals traditionally segregate resources into centralized functional departments such as diagnostic departments, ambulatory care centers, and nursing wards. In recent years this organizational model has been challenged by the idea that higher quality of care and efficiency in service delivery can be achieved when services are organized around patient groups. Examples include specialized clinics for breast cancer patients and clinical pathways for diabetes patients. Hospitals are struggling with the question of whether to become more centralized to achieve economies of scale or more decentralized to achieve economies of focus. In this paper we examine service and patient group characteristics to study the conditions where a centralized model is more efficient, and conversely, where a decentralized model is more efficient. This relationship is examined analytically with a queuing model to determine themost influential factors and then with simulation to fine-tune the results. The tradeoffs between economies of scale and economies of focus measured by these models are used to derive general management guidelines

Efficiency evaluation for pooling resources in health care

Hospitals traditionally segregate resources into centralized functional departments such as diagnostic departments, ambulatory care centres, and nursing wards. In recent years this organizational model has been challenged by the idea that higher quality of care and efficiency in service delivery can be achieved when services are organized around patient groups. Examples include specialized clinics for breast cancer patients and clinical pathways for diabetes patients. Hospitals are struggling with the question of whether to become more centralized to achieve economies of scale or more decentralized to achieve economies of focus. Using quantitative Queueing Theory and Simulation models, we examine service and patient group characteristics to determine the conditions where a centralized model is more efficient and conversely where a decentralized model is more efficient. The results from the model measure the tradeoffs between economies of scale and economies of focus from which management guidelines are derived