الفهرس 
AcknowledgementOnly 14 pages are availabe for public view
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Abstract
This study was carried out to analyze the resources and workload of surgical departments as well as the available resources for operating suites in some general hospitals in Alexandria, namely Gamal Abd El-Nasser, Ras-El-Teen and Al-Mabara hospitals, and to study the utilization of their operating suites and determine the time involved in performing different activities conducted in operating rooms and to study the scheduling technique used and accordingly estimate the optimum number of operating rooms required. These objectives were achieved through interviewing the department ~ads of surgical spe~ialities and hospital statistics and operating room superviso r; and reviewing of medical records of surgical cases admitted to the 3 hospitalsduring 4 months. The utilization of operating suites was studied by an observation sheet of all activities performed in each operating room through the whol~ working day for a 2 weeks period. Scheduling technique used in the 3 hospitals was studied by interviewing the individual responsible for this activity. Utilization of operating room was estimated under 2 conditions: A) Utilization according to full capacity work theatre with (maximum available O. R. time). and B) Utilization accDrding to actual staffed rooms (available O.R. time). To estimate the optimum number of operating rooms required to meet the demand, the following steps were carried out: I. Determination of number of operations/year either by using the standard formula or from reveiwing hospital records. n. Number of operating rooms required is determined as: number of operatiorJ’year X average procedure time (in m!Lnutes) working days/year X working minutes/room/day. The study revealed that the 3 hospitals differed as regards the indices pertaining to surgical resources.” A1:Mabara hospital was superior to the other two hospitals regarding the 3 basic surgical resources: beds, operating rooms and surgeons. Ras-E1-Teen hospital came next and Gama1 hospital ranked last of the three. Most of the operations in Ras-E1-Teen are emergencies (64.9) and in Al-Mabara are e1ectives (71. 6), while in Gama1 hospital elective and emergency operations are nearly equal (52.3 and 47.7respectively). iV~ ~he highest percentage of cases operated upon were recorded in AI-Mabara hospital (90.3) then Gama1 hospital (76.1) and lastly in Ras-E1-Teen hospital (59.6). Most of the operations performed in Ras~E1-Teen and Gama1 hospitals are moderate type (63.2 and 43.5 respectively) while in A1-Mabara hospital they are skilled and major types (40.9). Average length of stay was nearly equal in Gamal and Al-Mabara hos~ital about 7.6 days and long in Ras-El-Teen hospital (9 days). The 3 hospitals under study have a surpulus of operating rooms. Utilization of operating rooms in the 3 study hospitals was very low. Nevertheless general operating rooms had higher utilization rates than special rooms and morning shift showed more utilization than afternoon shift. There are variability in utilization of operating suite through days of the week due to variability in work load in the 3 hospitals under study. Most of operating rooms time was not used in the 3 hospitals under study. In Gamal and Ras-El-Teen hospitals a considerable time was lost due to delay (2.3 and 11.3 respectively), while there was no delay in Al-Mabara hospital. Most of the delay time was encountered at the early hours of the working day. Surgeons were mostly responsible for delay in Gamal hospital ~50) while unreadeness of instruments and equipment were responsible for most of delay in Ras-El-Teen hospital (30.8). High percentage of absenteeism was encountered among nurses in Ras-EI-Teen hospital (7.7) also shortage in orderlies in Ras~El-Teen hospital (15.4). Cancelled surgeries were lowest in A1-Mabara hospital (2.7), highest in Ras-E1-Teen (21.8), while Gama1 hospital had an intermediate figures (19.7 ). Cancellations in Gama1 hospital were mostly due to medical unfitness of patients, while in Ras-E1-Teen they were either due to shortage of operating room time or unavailability of supplies (e.g. linen). These results call for more efficient utilization of both surgical beds and operating rooms, through proper sc~edu1ing techniques, sound administrative supervision and control and much understanding and cooperation on the behave of surgical personnel.