A valuable technique that we have used to experiment with proposed changes in systems or processes. Improves the timeliness and accuracy of management decisions and avoids the expense associated with piloting recommendations. This technique has been especially effective in assessing the impact of proposed expenditures (e.g., new O.R. suites, E.R. treatment rooms, L&D rooms, x-ray machines) on productivity, patient throughput, turnaround times, queues, and service levels.  Most recently, we have utilized it in the emergency department to simulate the following proposed changes:

• Changing schedules of nurses, physicians, registration clerks, triage nurses, etc.

• Implementing a fast-track system or changing the hours of operation

• Adding treatment rooms and/or changing the way rooms are deployed

• Adding or cutting back nurses, doctors, etc.

• Improving turnaround in results reporting and inpatient admission

• Establishing E.D.-dedicated services, e.g., lab, x-ray, pharmacy

• Changing job responsibilities

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