Model for optimal space and staff efficiency in an otolaryngology clinic.
Maximizing efficiency of staff and resources is one method of reducing costs without affecting quality. Using a methodology similar to that used to maximize efficiency of airline-gate use, we developed a model with which to evaluate nursing support staff and clinical examining-room resources in a general otolaryngology clinic. For 144 patients over 7 consecutive clinic days, with four otolaryngologists and various combinations of support staff and examining rooms, we measured space and staff resource use, including total clinic time, number of patients seen, patient waiting time, physician and nurse productivity, and examining-room use. A simulation model was used as the medium of analysis to define parameters of the patient encounter. We identified optimal efficiency when there were three examining rooms and one and one-half nursing staff per physician or five examining rooms and three nursing staff for two simultaneously practicing physicians. Compared with a model of two rooms and one nursing staff member, our ideal model increased the percentage of the physicians' time spent in direct contact with patients from 84% to 92%. Visit length decreased from 81 minutes to 57 minutes, the average time from check-in to examination decreased from 47 to 16 minutes, and it became possible for three additional patients to be seen each day. Additional rooms and support staff, in comparison with the optimally efficient distribution, did not significantly affect these parameters. Maximizing efficiency with the use of this methodology can decrease waiting times for patients, resulting in greater patient satisfaction, improved physician productivity, total number of patients seen, and increased total contact time between physicians and patients.
Benninger
M S
MS
Department of Otolaryngology-Head and Neck Surgery, Henry Ford Hospital, Detroit, Michigan 48202, USA.
Strode
S R
SR
D000553:Ambulatory Care / Q000458:organization & administration; D001071:Appointments and Schedules; D003363:Cost Control; D017598:Efficiency, Organizational; D005069:Evaluation Studies as Topic; D006295:Health Resources / Q000458:organization & administration / Q000706:statistics & numerical data; D006801:Humans; D008503:Medical Staff / Q000458:organization & administration*; D008824:Michigan; D017146:Models, Organizational; D009740:Nursing Staff / Q000458:organization & administration*; D009819:Office Visits; D010036:Otolaryngology / Q000458:organization & administration*; D017060:Patient Satisfaction; D010361:Patients; D010817:Physician-Patient Relations; D010824:Physicians' Offices / Q000458:organization & administration*; D011787:Quality of Health Care; D013997:Time Factors; D000078329:Workforce