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Performance Measurement—The Fallacy of Waiting Time Targets

  • Eric WolstenholmeEmail author
  • Douglas McKelvie
Chapter

Abstract

This chapter uses the simple two-stock hospital model introduced in Chap.  2 to explore the concept of treatment waiting time targets in common use to measure the performance of health treatment services. The results suggest that the setting of such targets is purely arbitrary and perhaps more of a political aspiration than a concrete aim since achieving them is out of the practical control of hospital management. In fact, the only way to attain them would be by having the ability to continuously change service capacities over impossible ranges to track changes in referrals or by continuously adjusting lengths of stay.

References

  1. Senge, P. M. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization. New York: Doubleday/Currency.Google Scholar
  2. Wolstenholme, E. F. (2003). Towards the definition and use of a core set of archetypal structures in system dynamics. System Dynamics Review, 19(1), 7–26.CrossRefGoogle Scholar

Copyright information

© Springer Nature Switzerland AG 2019

Authors and Affiliations

  1. 1.Symmetric ScenariosEdinburghUK
  2. 2.Symmetric ScenariosEdinburghUK

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