2026-09-19T16:42:56Zhttps://dspace.mit.edu/server/oai/requestoai:dspace.mit.edu:1721.1/1059542022-01-28T17:58:46Zcom_1721.1_7582com_1721.1_7581col_1721.1_131023
Patrick Jaillet and Retsef Levi.
Yeshayahu, Kfir I
Leaders for Global Operations Program.
Leaders for Global Operations Program at MIT
Massachusetts Institute of Technology. Department of Electrical Engineering and Computer Science
Sloan School of Management
n-us-ma
2016-12-22T15:16:18Z
2016-12-22T15:16:18Z
2016
2016
http://hdl.handle.net/1721.1/105954
965386560
Thesis: S.M., Massachusetts Institute of Technology, Department of Electrical Engineering and Computer Science, 2016. In conjunction with the Leaders for Global Operations Program at MIT.
Thesis: M.B.A., Massachusetts Institute of Technology, Sloan School of Management, 2016. In conjunction with the Leaders for Global Operations Program at MIT.
This electronic version was submitted by the student author. The certified thesis is available in the Institute Archives and Special Collections.
Cataloged from student-submitted PDF version of thesis.
Includes bibliographical references (pages 101-102).
This project offers improved strategies for managing the flow of surgical patients who are categorized as Routine Post-Procedure Recovery (RPPR) in Massachusetts General Hospital (MGH). Strategies were developed by analyzing the trade-offs in resource utilization of alternative recovery pathways. The unstandardized way in which the RPPR category is currently used creates a suboptimal utilization of hospital resources. RPPR is a booking category assigned to patients who are anticipated to be discharged within 24 hours of surgery completion. It is an internal booking category at MGH created to indicate Outpatients (as categorized by payers) whose recovery may mandate more than a few hours of hospital stay. The operational challenges incorporated in this patient population include: (i) vague definition of the category which leads to inaccurate classifications (booking category) of patients; (ii) high variability in booking practices among surgeons; (iii) high variability in patient length of stay; (iv) no established best-practice for recovery location or pathway. Problem definition and main areas for improvement were identified through data collection from hospital resources. Namely, clinician shadowing and interviews with administrative staff as well as statistical data analysis - utilizing the hospital's extensive digital databases. A key component to the recommendation development process was the grouping of surgical procedures with similar recovery pathways. This was essential to the analysis which focused on key metrics of those groups, such as patient length-of-stay, overnight stay, recovery pathways, and more. The goal of this study was optimizing the utilization of hospital resources for RPPR patients and developing actionable recommendations that would be implemented immediately. Our strategic solution approach focused on the development of a framework for establishing best practices for managing RPPR patients in increasing levels of detail. Best practices were determined for each procedure group, then for specific surgeon in each group and down to the specific patient. Each group of surgeons and procedures were provided with specific set of recommendations including booking category, recovery location and surgery time during the day. Through meetings with the surgeons and heads of different surgical departments, the project recommendations are being implemented in the hospital. Successful implementation will lead to improved operational efficiency in MGH, and will eventually benefit patients.
by Kfir I. Yeshayahu.
S.M.
M.B.A.
102 pages
eng
Massachusetts Institute of Technology
M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission.
http://dspace.mit.edu/handle/1721.1/7582
Electrical Engineering and Computer Science.
Sloan School of Management.
Leaders for Global Operations Program.
Routine Post-Procedure Recovery (RPPR) patients at Massachusetts General Hospital
Routine Post-Procedure Recovery patients at Massachusetts General Hospital
RPPR patients at MGH
Thesis
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<Abstract>This project offers improved strategies for managing the flow of surgical patients who are categorized as Routine Post-Procedure Recovery (RPPR) in Massachusetts General Hospital (MGH). Strategies were developed by analyzing the trade-offs in resource utilization of alternative recovery pathways. The unstandardized way in which the RPPR category is currently used creates a suboptimal utilization of hospital resources. RPPR is a booking category assigned to patients who are anticipated to be discharged within 24 hours of surgery completion. It is an internal booking category at MGH created to indicate Outpatients (as categorized by payers) whose recovery may mandate more than a few hours of hospital stay. The operational challenges incorporated in this patient population include: (i) vague definition of the category which leads to inaccurate classifications (booking category) of patients; (ii) high variability in booking practices among surgeons; (iii) high variability in patient length of stay; (iv) no established best-practice for recovery location or pathway. Problem definition and main areas for improvement were identified through data collection from hospital resources. Namely, clinician shadowing and interviews with administrative staff as well as statistical data analysis - utilizing the hospital's extensive digital databases. A key component to the recommendation development process was the grouping of surgical procedures with similar recovery pathways. This was essential to the analysis which focused on key metrics of those groups, such as patient length-of-stay, overnight stay, recovery pathways, and more. The goal of this study was optimizing the utilization of hospital resources for RPPR patients and developing actionable recommendations that would be implemented immediately. Our strategic solution approach focused on the development of a framework for establishing best practices for managing RPPR patients in increasing levels of detail. Best practices were determined for each procedure group, then for specific surgeon in each group and down to the specific patient. Each group of surgeons and procedures were provided with specific set of recommendations including booking category, recovery location and surgery time during the day. Through meetings with the surgeons and heads of different surgical departments, the project recommendations are being implemented in the hospital. Successful implementation will lead to improved operational efficiency in MGH, and will eventually benefit patients.</Abstract>
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