OR leaders besieged by surgeons and others clamoring for the latest innovations must ensure that the business case for any new technology makes good sense both for patients and the organization’s bottom line. Building a strong business case requires careful assessment, clear writing, and a strong partnership with the finance…

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The inaugural Best in OR Business Award will be presented at the 2017 OR Business Management Conference in New Orleans on February 1. The award recognizes an individual who demonstrates strong business acumen with the ability to make complex logistical decisions, meet scheduling demands, think strategically, and focus on the bottom line.…

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With no increases in reimbursement on the healthcare horizon, the leadership team at Advocate Good Samaritan Hospital in Downers Grove, Illinois, knew they needed to maximize revenue capture. The team, including Katrina Spears, MAOL, manager of business and informatics, used Lean methodology to improve precertification and reduce denials, resulting in…

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An ambulatory surgery center (ASC) looking to expand its market may want to add new procedures, but only after careful consideration of resource investment versus ultimate benefit. In the first of a three-part series, OR Manager explores surgical specialties that appear to show promise for the outpatient setting. One of…

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Editor's Note This study finds that where surgical patients go after they are discharged varies widely, and that variation leads to huge differences in how much their care costs. Variation in postacute care spending between lowest and highest quintiles differed 129% for total hip replacement, 103% for coronary artery bypass…

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Surgical site infections (SSIs) not only harm patients, but also can squeeze a hospital’s bottom line through increased costs and reduced reimbursement. Patients undergoing colorectal surgery are particularly at risk for SSIs, according to data from the National Healthcare Safety Network (NHSN), but an effective multidisciplinary team and an evidence-based…

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Increasing costs and shrinking margins have continued to pressure business managers and senior hospital leadership to rethink strategies for raising surgeons’ awareness of product and nonlabor costs within the OR. Often providers are asked to cut costs but are unaware of the actual costs of the products they use. In…

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Like a football team gathering to confirm tactical details before a play, surgical staff often form a huddle to ensure readiness of the providers, patient, and equipment for the upcoming procedure. In a twist on the traditional huddle the day before surgery, staff at the Hospital of Central Connecticut (HOCC)…

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Editor's Note Giving monthly cost feedback scorecards to surgeons was associated with significantly reduced surgical supply costs, without negatively affecting patient outcomes in this study. Of 249 surgeons representing 10 specialties, 63 were in the intervention group and 186 were in the control group. Surgeons in the intervention group each…

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Editor's Note Hospital and surgeon payments for routine general and orthopedic surgical procedures vary greatly, this study finds. Hospital payments averaged $12,744 for general surgery procedures and $22,386 for orthopedic procedures. Orthopedic surgeon reimbursement on average was twice as high as general surgeon payments ($2,349 vs $1,191). Postoperative complications resulted…

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