A Review of Emergency and Disaster Management in the Process of Healthcare Operation Management for Improving Hospital Surgical Intake Capacity

To perform diagnosis and treatment, health systems, hospitals, and other patient care facilities require a wide range of supplies, from masks and gloves to catheters and implants. The “healthcare supply chain/healthcare operation management” refers to the stakeholders, systems, and processes required to move products from the manufacturer to the patient’s bedside. The ultimate goal of the healthcare supply chain is to ensure that the right products, in the right quantities, are available in the right places at the right time to support patient care. Hospitals and the concept of a healthcare delivery system are practically synonymous. Surgical services, emergency and disaster services, and inpatient care are the three main types of services they offer. Outpatient clinics and facilities are also available at some hospitals, where patients can receive specialty consultations and surgical services. There will always be a need for inpatient care, regardless of how care models develop. The focus of this monograph was on recent OM work that models the dynamic, interrelated effects of demand-supply matching in the ED, OR, and inpatient units. Decisions about staffing and scheduling in these areas are frequently made independently by healthcare managers and clinicians. Then, as demand changes in real-time, clinicians and managers retaliate as best as they can to reallocate staffing to the areas that require it most at a particular moment in time in order to relieve patient flow bottlenecks. We, as OM researchers, must create models that help healthcare administrators enhance OR scheduling policies, ED demand forecasting, and medium- and short-term staffing plans that consider the interdependence of how demand develops.