PubMed · 6911894
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J van de Lande. 1981-06-23. [The 'team' and 'zero-load'].. https://pubmed.ncbi.nlm.nih.gov/6911894/
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There are few good methods of evaluating efficiency in the operating theatres. Data from four operating theatres (gynaecology, gastroenterology, thoracic/vascular-surgery and orthopaedics) during regular working hours (0730-1530) were evaluated for a period of 37 weeks in 1993. A record was made of duration of surgery and the time that elapsed from when the nurses received the patient until he or she was delivered to the postoperative ward. We also registered the time elapsing from the end of one operation to the start of the next. On average 2.2 (thoracic/vascular) to 3.2 (gynaecology) patients were operated on each day. The surgeons spent about 40% of their normal working hours actually operating. Preparations before start of anaesthesia took about 30 minutes, and before surgery 30-40 minutes. Another 30 minutes elapsed from the end of the operation until the patient was delivered to the postoperative ward. We conclude that there may still be a potential for increasing productivity in these operating theatres.
The productivity of a robotic hematology system (Sysmex HS-330) was compared with that of existing automated, semi-automated, and manual systems (Coulter Counter-Model STKS; Sysmex R-1000 reticulocyte counter. Geometric Data Miniprep slide maker, respectively) in the clinical hematology laboratory of a large hospital. On average, for a batch of 50 samples, the HS-330 performed a blood count with a 5-part differential, a reticulocyte count, and prepare a blood smear 23 minutes faster than could trained technologists using existing equipment. An estimated 1.8 medical technologists could be assigned to other tasks; however, because of the equipment's high cost, in a laboratory processing 1,000 samples per day, 4.6 years would be needed before any actual cost savings were experienced.
BACKGROUND AND PURPOSE: Exposure of physical therapy students to acute inpatient settings is difficult to achieve because of staff shortages and 1:1 supervision. The purpose of this study was to examine the productivity effects of the 2:1 teaching model in the acute inpatient clinical setting. Changes in patient throughput and the amount of care provided were the measures used to define productivity. SUBJECTS: The work load measurement statistics of 8 Clinical Instructors (CIs) and 16 physical therapy students were examined. METHODS: The productivity of each CI during a control period was compared with the productivity of the CI-student team. RESULTS: Each CI-student team's mean productivity was greater during the clinical placement than during the control period when the CI worked independently. Even when the students' productivity measures were prorated by 0.6, the productivity was greater during the student placement than during the control period. CONCLUSION AND DISCUSSION: The study demonstrates that students make positive contributions to clinical service units that can exceed normal productivity levels of the CI. The 2:1 model has the potential to increase productivity while increasing the numbers of placements for academic programs in limited specialty areas.