臺灣博碩士論文加值系統

手術房是醫院裡醫療資源最密集的地方，手術的收入是醫院重要的營收來源。若能有效管理手術房，不但能降低成本，也可以提高營收。要有效管理手術房，就要尋求提升手術房有效利用率的方法，因此必須從手術排程著手。另外，護士人力非但是醫院中最高的人事成本，而且手術後病人所需要的照護治療也是必需由護士提供，所以手術排程的結果也將影響護士每天所需負擔的照護時數是否合理，合理的照護時數可以達到降低成本。
本研究應用多目標數學規劃方法，來規劃手術的排程，同時考量手術房利用率與護士人力利用率兩項目標，盡可能讓每天所安排的各項手術之總手術時間，吻合每天手術房開放的時間，以達到手術房有效利用的目的，以及讓護士每天所需提供的照護時數與可提供的照護時數盡量吻合。最後經本研究方法得知，在多目標模式下，發現其效率比只考量手術房利用率的模式好35.7％，也比只考量護士人力利用率的模式好24.8％。

The most intensive department of medical care resource is operating room in the hospital. Moreover, the operating room income is also considered an important source of the hospital revenue. So, an effective operating room management is necessary. The key management of the operating room is to optimize operating scheduling. Besides, the hours of medical care not only make the cost higher in the hospital, but also the treatment that the patient needs is offering by the nurse after the operation. So the result of operation scheduling that will to effect the hours of medical care reasonable or not. Reasonable nursing hour will reduce the cost.
This study uses the multi-objective programming to produce operation scheduling. Consider the utilization ratio of operation room and the hours of medical care at the same time. The objective function of programming is set to minimize the difference between the total operation time and the opening time of operation room per day, and to minimize the difference between the total medical care hour and medical care hour that we can provide per day. At last, in multi-objective model, we find the efficiency is better by 35.7% than to only consider the utilization ratio of the operation room and better by 24.8% than to only consider the hours of medical care rate of utilization.

目 錄
誌謝 I
摘　要 II
Abstract III
目 錄 IV
圖目錄 V
表目錄 VI
第一章 緒論 1
1.1 研究動機 1
1.2 研究目的 2
1.3 研究流程 3
第二章 文獻探討 5
2.1 手術房的成本與醫療品質 5
2.2 護士人力與品質 6
2.3 多目標考量下之手術排程 7
第三章 方法敘述與模式建立 9
3.1 多目標規劃 9
3.2 模式發展 12
3.3 模式敘述 14
第四章 實例應用 19
第五章 結論 38
參考文獻 39

參考文獻
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