Background and objective: The study evaluated the manpower requirements in anaesthesia in Belgium until 2020. The basic intent was to estimate the need for anaesthesiologists in different hospitals because the number of medical students will be reduced to 700 in 2004 and to 600 in 2007 (numerus clausus), and the number of trainees in anaesthesia from 110 to 42 (best scenario) or to 21 (worst scenario). Simultaneous anaesthesia (more than one patient at the same time) is not allowed by our professional safety rules or by the Belgian Ministry of Public Health. The questions are: will we have enough anaesthesiologists in the next 20 years, and is there a need for nurses to administer anaesthesia? This professional title of nurse anaesthetist does not presently exist in Belgium.

Methods: Every registered anaesthesiologist in Belgium received a questionnaire about the manpower requirements in his or her institution expected over the next 20 years. The workload in the specialty was also considered.

Results: We received 154 replies from 186 different hospitals. The workload is definitely high: 10 h per day was devoted to clinical work and 4.6 h per week to administration. Belgium will need 51 anaesthesiologists each year after 2004, and 58 each year from 2010 to 2020.

Conclusions: Will anaesthesiologists accept their present high workload for the next 20 years? If not, the consequences will be serious. Three-quarters (75.4%) of the replies identified a need for more anaesthesiologists and considered that an anaesthesiologist supervising anaesthesia nurses for a number of patients simultaneously was a possible solution.

Background and objective: We investigated whether an increase in anaesthesia staffing to permit induction of anaesthesia before the previous case had ended (‘overlapping’) would increase overall efficiency in the operating room. Hitherto, the average duration of operating sessions was too long, thus impeding the timely commencement of physicians' ward duties.

Methods: The investigation was designed as a prospective, non-randomized, interrupted time-series analysis divided into three phases: (a) a baseline of 3.5 months, (b) a 2.5 month intervention phase, in which anaesthesia staffing was increased by one attending physician and one nurse, and (c) a further 2 months under baseline conditions. Data focussed on process management were collected from operating room staff, anaesthesia personnel and surgeons using a structured questionnaire collected daily during the entire study.

Results: Turnover time between consecutive operations decreased from 65 to 52 min per operation (95% CI: 9; 17; P = 0.0001). Operating room occupancy increased from 4:28 to 5:27 h day−1 (95% CI: 50; 68; P = 0.005). The surgeons began their work on the ward 35 min (95% CI: 30; 40) later than before the intervention and their overtime increased from 22:36 to 139:50 h.

Conclusions: The time between surgical operations decreased significantly. Increased operating room efficiency owing to overlapping induction of anaesthesia allows more intense scheduling of operations. Thus, physicians and nurses can be released to spend more time with their patients in the ward. Improving the efficiency of the operating room alone is insufficient to improve human resource management at all levels of a surgical clinic.