Operating rooms are important assets for hospitals as
they generate the largest revenue and, at the same time, produce the
largest cost for hospitals. The model presented in this paper helps
make capacity planning decisions on the combination of open
operating rooms (ORs) and estimated overtime to satisfy the
allocated OR time to each specialty. The model combines both
decisions on determining the amount of OR time to open and to
allocate to different surgical specialties. The decisions made are
based on OR costs, overutilization and underutilization costs, and
contribution margins from allocating OR time. The results show the
importance of having a good estimate of specialty usage of OR time
to determine the amount of needed capacity and highlighted the
tradeoff that the OR manager faces between opening more ORs
versus extending the working time of the ORs already in use.
[1] Amblitel, Solutions. High performance surgery center solutions.
http://amblitel.com
[2] Belien J, Demeulemeester E (2007) Building cyclic master surgery
schedules with leveled resulting bed occupancy. European Journal of
Operational Research 176:1185-1204
[3] Blake J, Carter M (2002) A Goal programming approach to strategic
resource allocation in acute care hospitals. European Journal of
Operational research 140:541-561
[4] Blake J, Dexter F, Donald J (2002) Operating room manager-s use of
integer programming for assigning block times to surgical groups: a case
study. Anesthesia and Analgesia 94:143-148
[5] Blake J, Donald J (2002) Mount Sinai Hospital uses integer
programming to allocate operating room time. Interfaces 32:63-73
[6] Denton B, Viapiano J, Vogl A (2007) Optimization of surgery
sequencing and scheduling decisions under uncertainty. Health Care
Management Science 10:13-24
[7] Dexter F, Blake J, Penning D, Lubarsky D (2002) Calculating a potential
increase in hospital margin for elective surgery by changing operating
room time allocations or increasing nursing staffing to permit
completion of more cases: a case study. Anesthesia and Analgesia
94:138-142
[8] Dexter F, Ledolter J (2003) Managing risk and expected financial return
from selective expansion of operating room capacity: mean-variance
analysis of a hospital-s portfolio of surgeons. Anesthesia and Analgesia
97:190-195
[9] Dexter F, Ledolter J, Wachtel R (2005) Tactical decision making for
selective expansion of operating room resources incorporating financial
Criteria and uncertainty in subspecialties- future workloads. Anesth
Analg 100:1425-1432
[10] Dexter F, Macario A, Qian F, Traub R (1999) Forecasting surgical
group-s total hours of elective cases for allocation of block time.
Anesthesiology 91:1501-1508
[11] Hsu V, Matta R, Lee C (2003) Scheduling patients in an ambulatory
surgical center. Naval Research Logistics 50:217-238
[12] Lamiri M, Grimaud F, Xie X (2009) Optimization methods for a
stochastic surgery planning problem. International Journal of Production
Economics 120:400-410
[13] Lovejoy W, Li Y (2002) Hospital operating room capacity expansion.
Management Science 48:1369-1387
[14] Macario A, Dexter F, Traub R. (2001) Hospital profitability per hour of
operating room time can vary among surgeons. Anesthesia and
Analgesia 93:669-675
[15] Marcon E, Dexter F (2006) Impact of surgical sequencing on post
anesthesia care unit staffing. Health Care Management Science 9:87-98
[16] Ozkarahan I (2000) Allocation of surgeries to operating rooms by goal
programming. Journal of Medical Systems 24:339-378
[17] Resnick A, Corrigan D, Mullen J, Kaiser L (2005) Surgeon contribution
to hospital bottom line. Annals of Surgery 242:530-539
[18] Strum D, Vargas L, May J (1997) Surgical subspecialty block utilization
and capacity planning: a minimal cost analysis model. Anesthesiology
90:1176-1185
[19] Strum D, Vargas L, May J, Bashein G (1997) Surgical suite utilization
and capacity planning: a minimal cost analysis model. Journal of
Medical Systems 21:309-322
[20] Zhang B, Murali P, Dessouky MM, Belson D (2009) A mixed integer
programming approach for allocating operating room capacity. Journal
of the Operational Research Society 60:663-673
[1] Amblitel, Solutions. High performance surgery center solutions.
http://amblitel.com
[2] Belien J, Demeulemeester E (2007) Building cyclic master surgery
schedules with leveled resulting bed occupancy. European Journal of
Operational Research 176:1185-1204
[3] Blake J, Carter M (2002) A Goal programming approach to strategic
resource allocation in acute care hospitals. European Journal of
Operational research 140:541-561
[4] Blake J, Dexter F, Donald J (2002) Operating room manager-s use of
integer programming for assigning block times to surgical groups: a case
study. Anesthesia and Analgesia 94:143-148
[5] Blake J, Donald J (2002) Mount Sinai Hospital uses integer
programming to allocate operating room time. Interfaces 32:63-73
[6] Denton B, Viapiano J, Vogl A (2007) Optimization of surgery
sequencing and scheduling decisions under uncertainty. Health Care
Management Science 10:13-24
[7] Dexter F, Blake J, Penning D, Lubarsky D (2002) Calculating a potential
increase in hospital margin for elective surgery by changing operating
room time allocations or increasing nursing staffing to permit
completion of more cases: a case study. Anesthesia and Analgesia
94:138-142
[8] Dexter F, Ledolter J (2003) Managing risk and expected financial return
from selective expansion of operating room capacity: mean-variance
analysis of a hospital-s portfolio of surgeons. Anesthesia and Analgesia
97:190-195
[9] Dexter F, Ledolter J, Wachtel R (2005) Tactical decision making for
selective expansion of operating room resources incorporating financial
Criteria and uncertainty in subspecialties- future workloads. Anesth
Analg 100:1425-1432
[10] Dexter F, Macario A, Qian F, Traub R (1999) Forecasting surgical
group-s total hours of elective cases for allocation of block time.
Anesthesiology 91:1501-1508
[11] Hsu V, Matta R, Lee C (2003) Scheduling patients in an ambulatory
surgical center. Naval Research Logistics 50:217-238
[12] Lamiri M, Grimaud F, Xie X (2009) Optimization methods for a
stochastic surgery planning problem. International Journal of Production
Economics 120:400-410
[13] Lovejoy W, Li Y (2002) Hospital operating room capacity expansion.
Management Science 48:1369-1387
[14] Macario A, Dexter F, Traub R. (2001) Hospital profitability per hour of
operating room time can vary among surgeons. Anesthesia and
Analgesia 93:669-675
[15] Marcon E, Dexter F (2006) Impact of surgical sequencing on post
anesthesia care unit staffing. Health Care Management Science 9:87-98
[16] Ozkarahan I (2000) Allocation of surgeries to operating rooms by goal
programming. Journal of Medical Systems 24:339-378
[17] Resnick A, Corrigan D, Mullen J, Kaiser L (2005) Surgeon contribution
to hospital bottom line. Annals of Surgery 242:530-539
[18] Strum D, Vargas L, May J (1997) Surgical subspecialty block utilization
and capacity planning: a minimal cost analysis model. Anesthesiology
90:1176-1185
[19] Strum D, Vargas L, May J, Bashein G (1997) Surgical suite utilization
and capacity planning: a minimal cost analysis model. Journal of
Medical Systems 21:309-322
[20] Zhang B, Murali P, Dessouky MM, Belson D (2009) A mixed integer
programming approach for allocating operating room capacity. Journal
of the Operational Research Society 60:663-673
@article{"International Journal of Architectural, Civil and Construction Sciences:50386", author = "Abdulrahim Shamayleh and John Fowler and Muhong Zhang", title = "Operating Room Capacity Planning Decisions", abstract = "Operating rooms are important assets for hospitals as
they generate the largest revenue and, at the same time, produce the
largest cost for hospitals. The model presented in this paper helps
make capacity planning decisions on the combination of open
operating rooms (ORs) and estimated overtime to satisfy the
allocated OR time to each specialty. The model combines both
decisions on determining the amount of OR time to open and to
allocate to different surgical specialties. The decisions made are
based on OR costs, overutilization and underutilization costs, and
contribution margins from allocating OR time. The results show the
importance of having a good estimate of specialty usage of OR time
to determine the amount of needed capacity and highlighted the
tradeoff that the OR manager faces between opening more ORs
versus extending the working time of the ORs already in use.", keywords = "capacity planning, contribution margins, operating
room, overutilization", volume = "6", number = "4", pages = "272-5", }
