Operating Theatres: Organization, Costs and Audit
The operating room (OR) is the heart of the hospital. Most patients have some contact with the OR, the most expensive devices are used in the OR, the greatest amount of manpower concentrated on one patient can be found in the OR, the most money is earned — and lost — in the OR. Therefore, all ideas about OR organization have an impact on costs and — as a secondary endpoint — on the quality of care and vice versa. Therefore, this chapter deals with three aspects of OR management: organization, costs and audit.
KeywordsEmergency Procedure Surgical Discipline Anaesthesia Department Expensive Device Room Management
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.
Marjamaa RA, Kirvelä OA (20047) Who is responsible for operating room management and how do we measure how well we do it? Acta Anaesthesiol Scand 51(7):809–814CrossRefGoogle Scholar
Sieber TJ, Leibundgut DL (2002) Operating room management and strategies in Switzerland: results of a survey. Eur J Anaesthesiol 19(6):415–423PubMedCrossRefGoogle Scholar
Soudée M (2005) Accreditation and quality approach in operating theatre departments: the French approach. Acta Chir Belg 105(5):442–449PubMedGoogle Scholar
Van Houdenhoven M, van Oostrum JM, Hans EW et al (2007) Improving operating room efficiency by applying bin-packing and portfolio techniques to surgical case scheduling. Anesth Analg 105(3):707–714PubMedCrossRefGoogle Scholar
Van Houdenhoven M, Hans EW, Klein J et al (2007) A norm utilisation for scarce hospital resources: evidence from operating rooms in a Dutch university hospital. J Med Syst 31(4):231–236PubMedCrossRefGoogle Scholar
© Springer-Verlag Italia 2008