Overlapping induction of anesthesia - An analysis of benefits and costs

被引:104
作者
Hanss, R
Buttgereit, B
Tonner, PH
Bein, B
Schleppers, A
Steinfath, M
Scholz, J
Bauer, M
机构
[1] Univ Hosp Schleswig Holstein, Dept Anaesthesiol & Intens Care Med, D-24105 Kiel, Germany
[2] Univ Hosp Mannheim, Dept Anaesthesiol & Intens Care Med, Mannheim, Germany
关键词
D O I
10.1097/00000542-200508000-00023
中图分类号
R614 [麻醉学];
学科分类号
100217 [麻醉学];
摘要
Background: Overlapping induction (OI), i.e., induction of anesthesia with an additional team white the previous patient is still in the operating room (OR), was investigated. Methods: The study period was 60 days in two followed by three ORs during surgical Block Time (7:30 AM until 3:00 PM). Patients were admitted the day before surgery and were thus available and did not have surgery that day unless there was a time reduction. Facilities were already constructed. Number of cases, Nonsurgical Time (Skin Suture Finish until next Procedure Start Time), Turnover Time, and Anesthesia Control Time plus Turnover Time were studied. in addition, economic benefit was calculated. Results: Three hundred thirty-five cases were studied. Using 01, the time of care of regularly scheduled cases was shortened, and the number of cases performed within OR Block Time increased (151 to 184 cases; P < 0.05). Nonsurgical Time (in h:min) decreased (1:08 +/- 0:26 to 0:57 +/- 0:18; P < 0.001), Turnover Time decreased (0:38 +/- 0:24 to 0:25 0:15; P < 0.05), and Anesthesia Control Time plus Turnover Time decreased (0:43 0:23 to 0:28 0:18; P < 0.001). Subgroup analysis showed a significant benefit of 01 only in three ORs. In three ORs, economic benefit can be gained at a case mix index greater than 0.3 besides additional costs. Conclusions: Overlapping induction increased productivity and profit despite the expense of additional staff. Subgroup analysis emphasizes the importance of the number of ORs involved in OI.
引用
收藏
页码:391 / 400
页数:10
相关论文
共 26 条
[1]
Quantifying net staffing costs due to longer-than-average surgical case durations [J].
Abouleish, AE ;
Dexter, F ;
Whitten, CW ;
Zavaleta, JR ;
Prough, DS .
ANESTHESIOLOGY, 2004, 100 (02) :403-412
[2]
Andel H, 1997, ACTA ANAESTH SCAND, V41, P115
[3]
Bach A, 2000, ANASTH INTENSIVMED, V41, P903
[4]
Economic aspects in anaesthesia - Part II: Costing control in clinical anaesthesia. [J].
Bach, A ;
Schmidt, H ;
Bottiger, BW ;
Motsch, J .
ANASTHESIOLOGIE INTENSIVMEDIZIN NOTFALLMEDIZIN SCHMERZTHERAPIE, 1998, 33 (04) :210-231
[5]
BACH A, 1998, NOTFALLMED SCHMERZTH, V33, P135
[6]
Management and organization development in the hospital [J].
Bauer, M ;
Martin, E .
ANAESTHESIST, 1999, 48 (10) :687-688
[7]
Bauer M, 1999, ANAESTHESIST, V48, P910, DOI 10.1007/s001010050806
[8]
The operating rooms: Cost center management in a managed care environment [J].
DeRiso, B ;
Cantees, K ;
Watkins, WD .
INTERNATIONAL ANESTHESIOLOGY CLINICS, 1995, 33 (04) :133-150
[9]
Statistical method to evaluate management strategies to decrease variability in operating room utilization: Application of linear statistical modeling and Monte Carlo simulation to operating room management [J].
Dexter, F ;
Macario, A ;
Lubarsky, DA ;
Burns, DD .
ANESTHESIOLOGY, 1999, 91 (01) :262-274
[10]
Use of operating room information system data to predict the impact of reducing turnover times on staffing costs [J].
Dexter, F ;
Abouleish, AE ;
Epstein, RH ;
Whitten, CW ;
Lubarsky, DA .
ANESTHESIA AND ANALGESIA, 2003, 97 (04) :1119-1126