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1 Introduction
Lengthened waiting times tend to be a problem in many public-funded health care systems. For
example in surgical operations long waiting times lead to a diminished patient satisfaction,
deteriorated medical quality and increased care costs (Kujala et al. 2006). Most of those
disadvantages burden primarily patients and her family and employer. Service provider might even
benefit from long waiting times if there is no real competition or financing is budget-based and not
fee for service.
In order to avoid long queues, authorities in countries with public-funded system have
implemented several policies to cut waiting times. Enacting care guarantee that defines the
maximum waiting time to services is one of the used policies (Hanning 1995). However, the effect
of those policies on the production efficiency is weakly understood.
From a service provider perspective, some queues for surgery are needed to maximize the use of
fixed operating room (OR) capacity. Based on basics of queuing theory, there exists always a
trade-off between short waiting times and high utilization rates. Optimization of OR efficiency
becomes more problematic when surgeons have own patients and queues. In this study, the effect
of queue length and care guarantee of maximum waiting time on OR productivity was analyzed
and discussed.
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Sampalis et al. 2001): Longer waits before surgery are associated with an increased likelihood of
not returning to work after surgery. Even if the waiting time has no effect on the final outcome,
during waiting time patients suffered most from restrictions in psychological well-being such as
depression, distress and reduced vitality (Hirvonen 2007).
While it is sometimes argued that long waiting times are maintained due to an efficient use of
resources, studies reveal that longer waits cause also additional care costs and administrative costs
for service provider (Kujala et al. 2006). E.g. in Finland hospitals have appointed particular queue
managers and nurses for patient prioritization and serving customers that ask about their care. The
role of waiting times as a limiting factor for demand in a free service is also questionable. The UK
study shows that cutting waiting lists did not generate more demand, and that consultant behaviour
is a major variable (Dawsin et al. 2006).
Public authorities’ responses to long waiting times can be divided to two categories: (1) Patient
choice -policy aims at increasing the competition among hospitals and improving quality and
access to care. E.g. in Norway patient can choose the service provider and waiting times for
surgery are seen online (Johnsen 2006). Waiting times for hip endoprosthesis vary between 3-42
weeks. UK has recently implemented quite similar policy where after the first referral patients can
choose where they have the treatment (NHS 2009).
Another policy for shortening waiting times is called (2) care guarantee. In that policy, the first
aim is not to increase competition, but enforce hospitals to care patients in a defined time frame. In
Finland, the maximum waiting time for surgery is 6 months after decision for surgery (FINLEX
2004). Similar maximum time in Sweden is 3 months (SKL 2005) and in Denmark 2 months (MIH
2002). In UK the care guarantee is about 4 months (DH 2009).
There exists also critique that fixed single number care guarantees are not optimal, because they do
not prioritize different patients and illnesses (Jacobson 2004). In Australia and New Zealand each
surgery type has several urgency rates with specific maximum waiting time (e.g. ACT Health
2007; MH 2009). Maximum waiting time for elective surgery is 12 months in Australia and 6
months in New Zealand. Norway has also modified the system toward more patient-specific care
guarantee (Hurst & Siciliani 2003).
It seems that care guarantee -policy is more widely used in public-funded systems than the patient
choice -policy. However, some countries, such as Canada and Denmark, have implemented a
mixed policy, where the citizens may choose among private hospitals or clinics if the waiting time
for treatment exceeds the maximum time (HE 2007; MIH 2002).
From a service provider point of view, care guarantee motivates them to keep the queue shorter
and care immediately patient that is in the risk to exceed the maximum time (Dawson et al. 2007).
In practice this means that sometimes patient, that is not optimal for a daily OR list, have to be
scheduled first. This might deteriorate the daily OR efficiency, measured by the number of
surgeries per OR day, but maximizes the overall efficiency in the hospital due to saved revenue.
The optimal queue length lies somewhere between zero and the care guarantee.
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• Objective 2: With a given care guarantee, what is the optimal queue length with respect to
OR efficiency?
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mainly on the day of surgery and are discharged and transferred typically (80%) to a primary care
ward after 2-3 postoperative days. A control visit will take place routinely two months after the
operation with the orthopaedic surgeon.
Actual performance in the period 2.1.2006-18.2.2008 was 2.11 cases per day and OR. As there
were a small number of shorter days taken up by education and other issues, the figure is close to
but not exactly that achieved by regular operations. The actual waiting times are not
straightforward to calculate based on the data, as the data system did not have a care path ID nor a
date when the patient was assigned to the queue. There is a unique patient ID, but as there may be
several outpatient clinic visits by one patient as well one patient may have more than one
operation, it does not enable waiting time calculation. After filtering only cases with one operation
and filtering out those whose first visit in the data was after operation, there remained 1727 cases.
Their average waiting time was 98 days and there were some variation between surgeons, an
average of 121 days being the longest and 65 days the shortest of 97 and 142 cases, respectively.
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“All” 36 2 1 27 7 2 4 1 20 2.51
4 Results
Figure 2 shows the simulation results of a six-month care guarantee with different average waiting
times (queue length). The upper line denotes scenario “All” while the lower, steadier line shows
the results of scenario “Base”. The results shown are averages of five independent simulation runs
of 46 weeks (i.e. one year) with a preceding 23-week warm-up. The Figure 2 shows also a 95 %
confidence interval for each individual point calculated based on these five replications with a t-
test.
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Queue (in months)
Figure 2: Productivity as a function of queue length (i.e. average waiting time) with a 6-month
care guarantee. Upper line is scenario “All” and lower line scenario “Base”.
With a six-month care guarantee the optimal queue length in the scenario “Base” was 3 months
and productivity 2.22 cases per OR session. In scenario “All” the maximum productivity was 2.47
cases with optimal queue length also 3 months.
Scenario ”Base” Scenario ”All”
Queue Not from schedule Over CG Not from schedule Over CG
1 20 % 0% 32 % 1%
2 16 % 1% 15 % 12 %
3 10 % 4% 12 % 21 %
4 10 % 24 % 4% 61 %
5 4% 80 % 0% 99 %
6 0% 100 % 0% 100 %
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Table 2: Surgery schedule non- adherence with the six-month care guarantee (CG)
Table 2 explains the causes of productivity differences in Figure 2 more clearly. With shorter
queues there existed problems in finding appropriate cases to fulfill the planned surgery schedule.
This can be seen in Table 2 in the “not from schedule” –columns: For example a one-month queue
in scenario “Base” does not have the cases available in the queue to meet the surgery schedule
20% of OR days. With increasing queues the proportion of cases exceeding the care guarantee
(CG) increases and disturbs the optimal daily scheduling, because such cases override the planned
surgery schedule. In Table 2 this can be seen as the increase in column Over CG, that shows the
percentage of OR days where the surgery schedule is overridden because of cases exceeding care
guarantee. Both these effects are more marked in the more productive scenario “All” than in the
less productive scenario “Base”. However, with pairwise t-test applicable to correlated sampling,
for both scenarios the three-month productivity is statistically significantly higher than either the
one-month or the six-month productivity of Figure 2.
Figure3: Productivity as a function of queue length (i.e. average waiting time) with different care
guarantee length in scenario “Base”.
Figure 3 shows the productivity of care guarantees of three, six and twelve months with different
queue lengths in the scenario “Base”. As in Figure 2, the data points shown are averages of five
independent replications of a 46-week simulation with a 23-week warm-up. For a short queue (one
month), the performance is equal regardless of the care guarantee: the difficulty of finding cases
matching the surgery schedule dominates. As queue length approaches the care guarantee, the
productivity is reduced with all care guarantees as already shown in Figure 2 for the six-month
care guarantee. A productivity peak is found when waiting times are somewhere in the middle of
care guarantee and no queue at all. The productivity maximum is statistically significantly higher
than one-month productivity for each care guarantee length at p=0.05 level. Overall, the absolute
differences are quite small with the scenario “Base”, due to the rather simple and robust surgery
schedule.
Figure 4 shows the productivity of different care guarantees of three, six and twelve months with
different queue lengths in the scenario “All” with same simulation procedure as in Figure 3.
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Figure 4: Productivity as a function of queue length (i.e. average waiting time) with different care
guarantee length in scenario “All”.
For a short queue (one month), the performance is again almost equal regardless of the care
guarantee: the difficulty of finding cases matching the surgery schedule dominates. As queue
length approaches the care guarantee, the productivity is reduced very clearly with all care
guarantees. Out of the queue lengths simulated, a productivity peak is found with six and twelve
months care guarantees at the waiting time of three months. The six-month care guarantee has a
higher productivity maximum (2.47 cases per OR and day) than the three-month care guarantee
(2.39), and the difference as calculated by pairwise t-test is statistically significant at p=0.05. The
12-month care guarantee has still slightly higher productivity maximum (2.51) than the six-month
care guarantee, but this difference is not statistically significant at p=0,05 although it is at p=0.1.
The absolute differences are more remarkable with the scenario “All”, due to the increased number
of planning classes and more complex and ambitious surgery schedule.
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times are not out of keeping with efficient service production. If current surgery queues are longer
than the optimal 3 months, there exists basically no lack of resources but incomplete practices to
adapt resources to actual demand.
The study also indicates that in a situation of very long queues, the introduction of care guarantee
might first deteriorate the overall efficiency and increase the average waiting time. Dawson et al.
(2007) argued that in patient choice -policy hospitals which lose patients to competitors have a
bigger incentive to reduce their waiting times or improve quality. Contrary to care guarantee, this
leads to shortened average waiting times. There is some evidence that both from patient
satisfaction and efficiency point of views the patient choice -policy leads to better results than care
guarantees. However, more research is needed about advantages and disadvantages of those two
policies.
More sophisticated scheduling algorithms to find appropriate cases with expiring cases might
partially solve the problem of diminished efficiency. In practice, queue managers and nurses could
anticipate cases that will exceed the limit and schedule that group before the date of expiration if
the effect on efficiency remains limited. Developing more intelligent scheduling algorithms is an
area of further research.
The study also highlights the question of maintaining a constant queue length. Capacity
flexibilities or demand management are needed in order to keep the waiting time near optimum. In
surgical services surgeons can be allocated between outpatient clinics and ORs based on the
queues in different phases in the process. On the other hand, scheduling should take more into
account the different priorities and preferences of patient (Oudhoff et al. 2007). Therefore, there is
need for further research to develop scheduling algorithms that best fit the varying patient
preferences with OR efficiency.
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