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Conclusion

The concepts presented in this chapter are a start to help improve flow for emergency psychiatry patients. Unfortunately, unless more capacity is created in the community, there will always be waiting. If and when these concepts are used, and a system is created where patients are actively treated and community resources are optimized, the situation will improve.

References

Liker, J K., and Convis G L. 2011. The Toyota Way to Lean Leadership: Achieving and Sustaining Excellence through Leadership Development. New York: McGraw-Hill.

Noon, C. 2011. Queue Calculator. X32 Healthcare. http://www.x32healthcare.com/Documents/20n_ QueueCalc.xls.

Noon, C, Yener B, Karen M, and Bogdan B. n.d. A simulation model for analyzing a dedicated psychiatric care unit within an emergency department. Emeetingsonline. https://informs.emeetingsonline.com/ emeetings/informs/265/paper/86538.pdf.

Resources

Cachon, G, and Christian T. 2013. Matching Supply with Demand: An Introduction to Operations Management. New York: McGraw-Hill.

Crane, J, and Chuck Noon. 2011. The Definitive Guide to Emergency Department Operational Improvement. New York: CRC Press.

Jensen, K. 2007. Leadership for Smooth Patient Flow: Improved Outcomes, Improved Service, Improved Bottom Line. Chicago, IL: Health Administration Press.

Song, H, Tucker A L., and Murrell K L.. 2015. The diseconomies of queue pooling: An empirical investigation of emergency department length of stay. Management Science. 61 (12): 3032—3053. doi:10.1287/ mnsc.2014.2118.

UMassAmherst. 2007. “Statistics: The Poisson distribution.” UMass Amherst. https://www.umass.edu/ wsp/resources/poisson/.

University of Windsor. Queueing theory history. https://web2.uwindsor.ca/math/hlynka/qhist.html.

 
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