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Chapter 9 - Operating Theatre Management in New Zealand

A Case Study of Applying Efficiency Principles at Waikato Public Hospital

Published online by Cambridge University Press:  09 November 2018

By
Cameron C. R. Buchanan
Edited by
Jaideep J. Pandit
Jaideep J. Pandit
Affiliation:
Oxford University Hospitals
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Practical Operating Theatre Management
Measuring and Improving Performance and Patient Experience
 , pp. 124 - 142
Publisher: Cambridge University Press
Print publication year: 2018

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References

Blake, JT, Carter, MW. 1997. Surgical process management: a conceptual framework. Surgical Services Management 3: 31–36.Google Scholar
Pandit, JJ, Westbury, S, Pandit, M. 2007. The concept of surgical operating list ‘efficiency’: a formula to describe the term. Anaesthesia 62: 895–903.CrossRefGoogle ScholarPubMed
Pandit, JJ, Stubbs, D, Pandit, M. 2009. Measuring the quantitative performance of surgical operating lists: theoretical modelling of ‘productive potential’ and ‘efficiency’. Anaesthesia 64: 473–86.Google Scholar
Pandit, JJ, Dexter, F. 2009. Lack of sensitivity of staffing for 8-hour sessions to standard deviation in daily actual hours of operating room time used for surgeons with long queues. Anesthesia and Analgesia 108: 1910–5.Google Scholar
Pandit, JJ, Tavare, AN, Millard, P. 2010. Why are there local shortfalls in anaesthesia consultant staffing? A case study of operational workforce planning. Journal of Heath Organisation and Management 24: 4–21.Google Scholar
Pandit, JJ, Tavare, A. 2011. Using mean duration and variance of procedure times to plan a list of surgical operations to fit into scheduled list time. European Journal of Anaesthesiology 28: 493–501.Google Scholar
Pandit, JJ, Abbott, T, Pandit, M, Kapila, A, Abraham, R. 2012. Is ‘starting on time’ useful (or useless) as a surrogate measure for ‘surgical theatre efficiency’? Anaesthesia 6: 823–32.Google Scholar

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