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Emergency Medicine: An Operations Management View
Author(s) -
Soremekun Olan A.,
Terwiesch Christian,
Pines Jesse M.
Publication year - 2011
Publication title -
academic emergency medicine
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.221
H-Index - 124
eISSN - 1553-2712
pISSN - 1069-6563
DOI - 10.1111/j.1553-2712.2011.01226.x
Subject(s) - frontier , crowding , psychological intervention , variation (astronomy) , flexibility (engineering) , process (computing) , medicine , operations management , emergency department , efficient frontier , production–possibility frontier , resource (disambiguation) , operations research , production (economics) , computer science , economics , microeconomics , management , mathematics , nursing , finance , cognitive psychology , psychology , computer network , physics , archaeology , astrophysics , history , operating system , portfolio
ACADEMIC EMERGENCY MEDICINE 2011; 18:1262–1268 © 2011 by the Society for Academic Emergency Medicine Abstract Operations management (OM) is the science of understanding and improving business processes. For the emergency department (ED), OM principles can be used to reduce and alleviate the effects of crowding. A fundamental principle of OM is the waiting time formula, which has clear implications in the ED given that waiting time is fundamental to patient‐centered emergency care. The waiting time formula consists of the activity time (how long it takes to complete a process), the utilization rate (the proportion of time a particular resource such a staff is working), and two measures of variation: the variation in patient interarrival times and the variation in patient processing times. Understanding the waiting time formula is important because it presents the fundamental parameters that can be managed to reduce waiting times and length of stay. An additional useful OM principle that is applicable to the ED is the efficient frontier. The efficient frontier compares the performance of EDs with respect to two dimensions: responsiveness (i.e., 1/wait time) and utilization rates. Some EDs may be “on the frontier,” maximizing their responsiveness at their given utilization rates. However, most EDs likely have opportunities to move toward the frontier. Increasing capacity is a movement along the frontier and to truly move toward the frontier (i.e., improving responsiveness at a fixed capacity), we articulate three possible options: eliminating waste, reducing variability, or increasing flexibility. When conceptualizing ED crowding interventions, these are the major strategies to consider.