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Chapter 11 - Operating Theatre Management in Two European Nations

The Netherlands and Switzerland

Published online by Cambridge University Press:  09 November 2018

By
André van Zundert  and
Thomas Sieber
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. 151 - 158
Publisher: Cambridge University Press
Print publication year: 2018

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References

Dexter, F, Abouleish, AE, Epstein, RH, Whitten, CW, Lubarsky, DA. 2003. Use of operating room information system data to predict the impact of reducing turnover times on staffing costs. Anesthesia & Analgesia 97: 1119–26.Google Scholar
Dexter, F, Wachtel, RE, Epstein, RH. 2016. Decreasing the hours that anesthesiologists and nurse anesthetists work late by making decisions to reduce the hours of over-utilized operating room time. Anesthesia & Analgesia 122: 831–42.CrossRefGoogle ScholarPubMed
Ehrenfeld, JM, Dexter, F, Rothman, BS, et al. 2013. Case cancellation rates measured by surgical service differ whether based on the number of cases or the number of minutes cancelled. Anesthesia & Analgesia 117: 711–16.Google Scholar
Fong, AJ, Smith, M, Langerman, A. 2016. Efficiency improvement in the operating room. Journal of Surgical Research 204: 371–83.Google Scholar
Macario, A, Vitez, TS, Dunn, BA. 1995. Where are the costs in perioperative care? Analysis of hospital costs and charges for inpatient surgical care. Anesthesiology 83: 1138–44.Google Scholar
Meeusen, V, van Zundert, A, Hoekman, J, Kumar, C, Rawal, N, Knape, H. 2010. Composition of the anaesthesia team: a European survey. European Journal of Anaesthesiology 27: 773–9.Google Scholar
Overdyk, FJ, Harvey, SC, Fishman, RL, Shippey, F. 1998. Successful strategies for improving operating room efficiency at academic institutions. Anesthesia & Analgesia 86: 896–906.Google ScholarPubMed

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