Traditionally, radiology department call rosters have been posted via paper and bulletin boards. Frequently, changes to these lists are made by multiple people independently, but often not synchronized, resulting in c...
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Traditionally, radiology department call rosters have been posted via paper and bulletin boards. Frequently, changes to these lists are made by multiple people independently, but often not synchronized, resulting in confusion among the house staff and technical staff as to who is on call and when. In addition, multiple and disparate copies exist in different sections of the department, and changes made would not be propagated to all the schedules. To eliminate such difficulties, a paperless call scheduling application was developed. Our call scheduling program allowed Java-enabled web access to a database by designated personnel from each radiology section who have privileges to make the necessary changes. Once a person made a change, everyone accessing the database would see the modification. This eliminates the chaos resulting from people swapping shifts at the last minute and not having the time to record or broadcast the change. Furthermore, all changes to the database were logged. Users are given a log-in name and password and can only edit their section;however, ail personnel have access to all sections' schedules. Our applet was written in Java 2 using the latest technology in database access. We access our Inter-base database through the DataExpress and DB Swing (Borland, Scotts Valley, CA) components. The result is secure access to the call rosters via the web. There are many advantages to the web-enabled access, mainly the ability for people to make changes and have the changes recorded and propagated in a single virtual location and available to all who need to know. Copyright (C) 2000 by W.B. Saunders Company.
BACKGROUND: Level II trauma centers may be verified (1999, American College of Surgeons Committee on Trauma) with an on-call operating room team if the performance-improvement program shows no adverse outcomes. Using ...
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BACKGROUND: Level II trauma centers may be verified (1999, American College of Surgeons Committee on Trauma) with an on-call operating room team if the performance-improvement program shows no adverse outcomes. Using queuing and simulation methodology, this study attempted to add a volume guideline. STUDY DESIGN: Data from 72 previously verified trauma centers identified multiple demographic factors, including specific information about the first trauma-related operation that was done between 11:00 PM and 7:00 AM each month for 12 consecutive months. RESULTS: The annual admissions averaged 1,477 for 37 Level I trauma centers, 802 for 28 Level II trauma centers, 481 for 4 Level III trauma centers, and 731 for 3 pediatric trauma centers. The annual admissions correlated with the number of operations done between 1 1:00 PM and 7:00 AM (p < 0.001). These 946 operations were performed by general surgery (39%), neurosurgery (8%), orthopaedic surgery (33%), another specialty (9%), or multiple services (10%). Admission to operation time was within 30 minutes for 12.1% of patients (2.6% for blunt and 24.1% for penetrating injuries). The probability of operation within 30 minutes of arrival varied with the number of admissions and with the percentage of penetrating versus blunt injuries. The likely number of operations from 11:00 PM to 7:00 AM would be 19 for 500 annual admissions, 26 for 750 annual admissions, and 34 for 1,000 annual admissions, with 5.83, 7.98, and 10.13 patients, respectively, going to operation within 30 min. The probability that two rooms would be occupied simultaneously was 0.14 and 0.24 for centers admitting 500 and 1,000 patients, respectively. CONCLUSIONS: Trauma centers performing fewer than six operations between 11:00 DM and 7:00 AM per year could conserve resources by using an immediately available on-call team, with responses monitored by the performance-improvement program. (J Am Coll Surg 2001;192:559-565. (C) 2001 by the American College of S
A nurse scheduling support system is developed in which the demand profile and nurses' preferences are input to an expert-like capability designed to formulate linear and/or goal programming representations of the...
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A nurse scheduling support system is developed in which the demand profile and nurses' preferences are input to an expert-like capability designed to formulate linear and/or goal programming representations of the problem. Solutions of the alternative optimization models of this decision support system are then evaluated. An assignment model for disaggregating the optimum work patterns of individual nurses based on their desires and compatibilities is discussed in detail. A brief overview of one of the scheduling models and its extension is also presented along with discussion of the various uses of the assignment model.
In surgical suites when ORs sometimes run late, nurse anesthetists or perioperative nurses may be scheduled to work a second shift to cover procedures. Nurse anesthetists' OR workload in the afternoons can differ ...
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In surgical suites when ORs sometimes run late, nurse anesthetists or perioperative nurses may be scheduled to work a second shift to cover procedures. Nurse anesthetists' OR workload in the afternoons can differ from that of perioperative nurses. At the end of long procedures, times to transport and stabilize patients can be considerable. This article shows that optimal second-shift OR staffing is the same for nurse anesthetists and perioperative nurses when assessed using anesthesia billing data and OR information systems data respectively. Managers do not need hospital information systems staff members to provide data from both anesthesia billing and OR information systems to make second-shift staffing decisions. One or the other is adequate.
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