The diseconomies of queue pooling
Subtitle: an empirical investigation of emergency department length of stay
By: Hummy Song, Anita L. Tucker, Karen L. Murrell
Contributors: Tucker, Anita L.; Murrell, Karen L.; Harvard Business School
Series: Working paper / Harvard Business School -- 14-050; Working paper (Harvard Business School) -- 14-050
Publisher: Harvard Business School
Published: 2013
Place of publication: Boston 
Language: eng
Number of pages: 37
Description: We conduct an empirical investigation of the impact of two different queue management systems on throughput times. Using an Emergency Department's (ED) patient-level data (N = 231,081) from 2007 to 2010, we find that patients' lengths of stay (LOS) were longer when physicians were assigned patients under a pooled queuing system, compared to when each physician operated under a dedicated queuing system. The dedicated queuing system resulted in a 10 percent decrease in LOS--a 32-minute reduction in LOS for an average patient of medium severity in this ED. We propose that the dedicated queuing system yielded shorter throughput times because it provided physicians with greater ability and incentive to manage their patients' flow through the ED from arrival to discharge. Consistent with social loafing theory, our analysis shows that patients were treated and discharged at a faster rate in the dedicated queuing system than in the pooled queuing system. We conduct additional analyses to rule out alternate explanations, such as stinting on care and decreased quality of care. Our paper has implications for health care organizations and others seeking to reduce throughput time, resource utilization, and costs.
Notes: "December 2013."-- Publisher's website.

Includes bibliographical references (pages 29-30).