Cincinnati Children's went from 76% to 91% occupancy after smoothing its surgery schedule
Inpatient occupancy before and after the hospital smoothed its elective surgery schedule, as presented in 2012
Show the numbers as a table
| Category | Value |
|---|---|
| Before smoothing | 76% |
| After smoothing | 91% |
About the data
- Sources
- Eugene Litvak, Bridging the Gap, National Academies presentation (2012) (opens in a new tab)Slides 21 and 22, Managing variability in patient flow: success stories (figures credited to Frederic Ryckman, MD, Cincinnati Children's)
- Institute for Healthcare Improvement, Achieving Hospital-wide Patient Flow, 2nd edition (2020) (opens in a new tab)p. 13, Cincinnati Children's scheduling system for elective surgeries
- Published
- Updated
Free to share and embed with credit to Kent Applied (CC BY 4.0). The source data keeps its own terms.
Facts from this chart
91%
inpatient occupancy at one children's hospital after it smoothed its elective surgery schedule
Inpatient occupancy at Cincinnati Children's rose from 76% to 91% after it smoothed its elective surgery schedule, Eugene Litvak reported in 2012.
Source: Eugene Litvak, Bridging the Gap: Operations Management Science, Patient Safety and Health Care Cost (presentation).
KentApplied7%
yearly surgical volume growth at one children's hospital
Surgical volume at Cincinnati Children's grew 7% a year for at least two years after it smoothed its elective schedule, Eugene Litvak reported.
Source: Eugene Litvak, Bridging the Gap: Operations Management Science, Patient Safety and Health Care Cost (presentation).
KentApplied$137M
a year, in one 2012 account
In Eugene Litvak's 2012 account, the occupancy gain at Cincinnati Children's resulted in $137 million a year, plus more than $100 million in avoided capital cost for 75 beds.
Source: Eugene Litvak, Bridging the Gap: Operations Management Science, Patient Safety and Health Care Cost (presentation).
KentApplied
Sources for the figures above: Eugene Litvak, Bridging the Gap: Operations Management Science, Patient Safety and Health Care Cost (presentation) (opens in a new tab); Institute for Healthcare Improvement, Achieving Hospital-wide Patient Flow, 2nd edition (2020) (opens in a new tab).
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Sources for the figures above: Canellas MM et al., Measurement of Cost of Boarding in the Emergency Department Using Time-Driven Activity-Based Costing, Annals of Emergency Medicine 84(4) (opens in a new tab); The Johns Hopkins Hospital Launches Capacity Command Center to Enhance Hospital Operations (news release) (opens in a new tab); American Hospital Association, Increasing Delays in Timely Discharges issue brief (December 2022) (opens in a new tab); HANYS, The scope of complex case discharge delays in New York state (2023) (opens in a new tab).
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