[Autom. eng. transl.] Deficiencies and criticalities of the logistic-productive model supporting the care processes can put at risk the performances of the hospital structures, both in terms of productivity and efficiency and of safety and quality of the services provided to the patient. It is increasingly important to be able to optimize the functioning of the "hospital" productive machine, or rethink the methods of organization of the productive areas and the processes that contribute to the provision of the service (ie operations management), above all in an increasingly connoted context. development of horizontal organizational models aimed at putting the patient at the center. Through an extensive review of national and international literature, the main successful experiences realized for the improvement of operations in a leading productive area of the hospital, ie the operating block, were identified. In the present contribution, the experiences examined were classified with reference to the four action levers for the optimization of logistic flows (things and people) in a hospital: layout and organization of spaces; sizing and programming of production capacity; organization of activities / processes; information technologies and systems. From the analysis of the evidence resulting from the survey, two aspects emerge that managers are called upon to manage in this type of project: the choices on operations must necessarily be (i) integrated within the strategic design of the hospital and above all (ii ) consistent with the overall corporate system.
|Translated title of the contribution||[Autom. eng. transl.] Introduce operational management into the beating heart of the hospital: attention to the efficiency and appropriateness of use in the operating room|
|Title of host publication||Governare la sala operatoria nell'ospedale del XXI secolo|
|Number of pages||23|
|Publication status||Published - 2016|
- sala operatoria, gestione operativa