Abstract
Health care facilities are experiencing overcrowding and hospital-wide waits and delays. Potential bottlenecks must be identified and alleviated by matching demand to capacity. The matching of demand to capacity for the services of a hospital is a complex function of multiple variables and queues across the health care system. Achieving successful demand to capacity management requires a large-scale cultural change to support inter and intra department collaboration, which is paramount to the efficient functioning and flow of any health care organization. This chapter outlines the techniques and tools necessary for creating a successful demand to capacity system which is the results of identifying and implementing interventions to critical stressors in the environment. The intent of such approaches is not only to improve flow but also to support health care systems in their goals to become more reliable, safe, and satisfying for patients and providers.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Similar content being viewed by others
References
Aiken, L. H., Clarke, S. P., Sloane, D. M., Sochalski, J., & Silber, J. H. (2002). Hospital nurse staffing and patient mortality, nurse burnout, and job dissatisfaction. JAMA, 288(16), 1987–1993.
Bojtor, A. (2003). The importance of social and cultural factors to nursing status. International Journal of Nursing Practice, 9, 328–335.
Burke, R. J. (2003). Nursing staff attitudes following restructuring: the role of perceived organizational support, restructuring processes and stressor. International Journal of Sociology and Social Policy, 23(8/9), 129–157.
French, S. E., Lenton, R., Walters, V., & Eyles, J. (2000). An empirical evaluation of an expanded nursing stress scale. Journal of Nursing Measurement, 8(2), 161–178.
Godfrey, M. M., Nelson, E. C., Wasson, J. H., Mohr, J. J., & Batalden, P. B. (2003). Microsystems in healthcare: Part 3. Planning patient-centered services. The Joint Commission Journal for Quality Improvement, 29(4), 159–170.
Harper, P. R. (2002). A framework for operational modeling of hospital resources. Healthcare Management Science, 5, 165–173.
Hatcher, S., & Laschinger, H. K. S. (1996). Staff nurses’ perceptions of job empowerment and level of burnout: A test of Kanter’s theory of structural power in organizations. CJONA, 9(4), 74–94.
Hawkins, A. L., & Kratsch, L. S. (2004). Troubled units: Creating change. AACN Clinical Issues, 15(2), 215–221.
Holtom, B. C., & O’Neill, B. S. (2004). Job embeddedness: a theoretical foundation for developing a comprehensive nurse retention plan. JONA, 34(5), 216–227.
Institute of Medicine. (2001). Crossing the quality chasm. Washington, DC: National Academy Press.
Joint Commission. (2004). Joint commission resources: managing patient flow. Oakbrook Terrace, IL: Joint Commission on Accreditation of Healthcare Organizations.
Jones, S. A., Joy, M. P., & Pearson, J. (2002). Forecasting demand of emergency care. Healthcare Management Science, 5(4), 297–305.
Kosnik, L. K. (2002). The new paradigm of crew resource management: just what is needed to reengage the stalled collaborative movement? Journal on Quality Improvement, 28(5), 235–241.
Kosnik, L. K., & Espinosa, J. A. (2003). Microsystems in healthcare: Part 7. The microsystem as a platform for merging strategic planning and operations. Journal on Quality Improvement, 29(9), 452–459.
Kuokkanen, L., Leino-Kilpi, H., & Katajisto, J. (2003). Nurse empowerment, job-related satisfaction, and organizational commitment. Journal of Nursing Care Quality, 18(3), 184–192.
Laschinger, H. K. S (2004). Hospital nurses perceptions of respect and organizational justice. JONA, 34, 354–364.
Mango, P. D., & Shapiro, L. A. (2001). The McKinsey quarterly: Number 2. Hospitals get serious about operations (pp. 74–85). Pittsburgh, PA: McKinsey & Company.
Nacey, G. E. (2004). Maximizing hospital capacity. Pittsburgh, PA: Tele-Tracking Technologies, Inc.
Narine, L., & Persaud, D. D. (2003). Gaining and maintaining commitment to large-scale change in healthcare organizations. Health Services Management Research, 16, 179–187.
Nelson, E. C., Batalden, P. B., Huber, T. P., Mohr, J. J., Godfrey, M. M., Headric, L. A., & Wasson, J. H. (2002). Microsystems in health care: Part 1. Learning from high-performing front-line clinical units. The Joint Commission Journal for Quality Improvement, 28(9), 472–493.
Rosow, E., Adam, J., Coulombe, K., Race, K., & Anderson, R. (2003). Virtual instrumentation and real-time executive dashboards. Nursing Administration Quarterly, 27(1), 58–76.
Siddharthan, K., Jones, W. J., & Johnson, J. A. (1996). A priority queuing model to reduce waiting times in emergency care. International Journal of Healthcare Quality, 9(5), 10–16.
Tonges, M. C., Rothstein, H., & Carter, H. K. (1998). Sources of satisfaction in hospital nursing practice. JONA, 28(5), 47–61.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2013 Springer Science+Business Media New York
About this chapter
Cite this chapter
Kosnik, L. (2013). Breakthrough Demand–Capacity Management Strategies to Improve Hospital Flow, Safety, and Satisfaction. In: Hall, R. (eds) Patient Flow. International Series in Operations Research & Management Science, vol 206. Springer, Boston, MA. https://doi.org/10.1007/978-1-4614-9512-3_7
Download citation
DOI: https://doi.org/10.1007/978-1-4614-9512-3_7
Published:
Publisher Name: Springer, Boston, MA
Print ISBN: 978-1-4614-9511-6
Online ISBN: 978-1-4614-9512-3
eBook Packages: Business and EconomicsBusiness and Management (R0)