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Reduction of staffing requirements
in hospitals

Declining treatment numbers – rising staffing requirements

… how can this mistake be rectified in hospitals?

The situation

The practical-minded doctor says:

‘If I had more staff, my clinic would develop positively!’

The ‘practitioner formula’ is widely used: ‘more human resources = more growth’.

With such an ‘internal view’, a permanent demand for staff without an upper limit is created in the hospital. This strategy leads directly to insolvency.

The theorist asks about the medical reality:

‘What objective factors determine staffing requirements in hospitals?’

Condition for realistic influence: :„No measurement, no navigation“

Applied to a hospital, this means:

1. Staffing requirements becomes steerable when the time spent on medical activities by medical staff has been measured …
2. … when mathematically correct time information is calculated from them. Only then are they suitable for calculating staffing requirements.

The solution

illustrated using the example of operating theatre management

IoT software with ordinal AI solves the problems:

1

Manipulation-free time measurement enables realistic time planning

This first step greatly reduces experience-based staffing requirements.
2

Time identity: Plan ≈ Real

enables real-time surgery control. In the second step, the overall process loses its usual buffer times. Staffing requirements decrease
again.

An anaesthetist no longer has to wait idly for the surgeon.
enables real-time surgery control. In the second step, the overall process loses its usual buffer times. Staffing requirements decrease
again.

An anaesthetist no longer has to wait idly for the surgeon.

3

PARETO optimisation

controls the division of labour and organisational coordination of operations in real time. Processes are smooth and efficient with minimal staffing requirements.

Active control of the process ensures full utilisation of resources. Conclusion: For the first time, personnel costs and revenue volume are balanced in monetary terms.

4

The ‘digital twin’

– a control tool for time management

The ‘virtual time structure’ enables a preview of the ‘future of surgery’. This helps to estimate changes in staffing requirements in the event of spontan-eous events: emergencies, material defects, staff absences, surgical inter-ruptions, etc., or assists in strategic time planning for staffing requirements: ‘what if…’.

5

The economic result

  • Reduction of ‘false’ personnel requirements to medically necessary
    requirements
  • Approximate savings: Reduction of >1/3 of current personnel
  • Approximate monetary savings: Reduction in personnel costs ≈ 1/4 -1/3