Patient-to-nurse ratios: Balancing quality, nurse turnover, and cost.

We consider the problem of setting appropriate patient-to-nurse ratios in a hospital, an issue that is both complex and widely debated. There has been only limited effort to take advantage of the extensive empirical results from the medical literature to help construct analytical decision models for developing upper limits on patient-to-nurse ratios that are more patient- and nurse-oriented. For example, empirical studies have shown that each additional patient assigned per nurse in a hospital is associated with increases in mortality rates, length-of-stay, and nurse burnout.

Homogeneity and Best Practice Analyses in Hospital Performance Management: An Analytical Framework.

Performance modeling of hospitals using data envelopment analysis (DEA) has received steadily increasing attention in the literature. As part of the traditional DEA framework, hospitals are generally assumed to be functionally similar and therefore homogenous. Accordingly, any identified inefficiency is supposedly due to the inefficient use of inputs to produce outputs.

Balancing control and autonomy in master surgery scheduling: Benefits of ICU quotas for recovery units.

When scheduling surgeries in the operating theater, not only the resources within the operating theater have to be considered but also those in downstream units, e.g., the intensive care unit and regular bed wards of each medical specialty.

Stroke care networks and the impact on quality of care.

Lack of rapidly available neurological expertise, especially in rural areas, is one of the key obstacles in stroke care. Stroke care networks attempt to address this challenge by connecting hospitals with specialized stroke centers, stroke units, and hospitals of lower levels of care. While the benefits of stroke care networks are well-documented, travel distances are likely to increase when patients are transferred almost exclusively between members of the same network.

Simulation-based evaluation of operating room management policies.

Background: Since operating rooms are a major bottleneck resource and an important revenue driver in hospitals, it is important to use these resources efficiently. Studies estimate that between 60 and 70% of hospital admissions are due to surgeries. Furthermore, staffing cannot be changed daily to respond to changing demands.