Lean thinking: Eliminating waste and adding value to OR processes
An orthopedic surgeon has to make a 1,000-ft round trip between cases to get the kind of OR cap he likes. A circulating nurse leaves the room 4 times during a case to get needed items. A hospital performing 500 basic surgical procedures has 9,000 preference cards. Lean thinking articles…
Six practices of the lean operating room
Lean thinking provides a way to do more with less—less human effort, equipment, time, and space—while coming closer to providing customers with exactly what they want, according to James Womack and Daniel Jones, authors of the classic Lean Thinking. Here's a look at lean practices for the OR from consultant…
Models for governance of the OR
What is the key to a successful leadership model in perioperative services? Is the model different for academic and community hospitals? Does the structure differ in organizations with an integrated physician model versus a private practice model? If we are not achieving our goals as hospital and physician leaders, it…
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