Editor's Note Transformational leadership qualities develop throughout an RN’s career, even outside of upper management levels, finds this study. Earlier studies have shown that leadership capabilities are strongest within CNO and director positions. The study, which included 261 active RNs, also shows that those with management experience and more than…

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What’s the best strategy for OR leaders to boost productivity, reduce costs, and, most important, provide excellent patient care? Ensure staff are engaged. Staff engagement has become something of a buzzword in healthcare, but for good reason. “Employee engagement is the bull’s-eye on the target of providing excellent patient care,”…

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Perioperative services is a key driver for financial performance, and efficient use of space and staffing is vital in the current era of declining reimbursement. A bottleneck in any of the three phases of surgery—pre-, intra-, and postoperative—can result in long delays as well as surgeon, anesthesiologist, and staff anxiety…

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Accurate OR case scheduling is a key performance indicator that is challenging to manage. The published literature often focuses on scheduling algorithms using historical data, the surgeon’s own estimate, or a mix of similar procedures. This mathematical approach neglects the cultural, economic, behavioral, and process challenges that impact attempts to…

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Linens and textiles may not be as exciting as the latest spinal device or miracle drug, but they are a mainstay of every healthcare setting. Quality matters, and costs associated with these high-use items can make a difference in a facility’s overall expenses. It’s essential to evaluate the best way…

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Healthcare lags behind other industries when it comes to innovation. That’s partly because new treatments must be vetted for safety and efficacy, and partly because fee-for-service reimbursement sparked little incentive for creativity and efficiency. Under value-based purchasing, OR leaders have more opportunity to be innovative, but first they must understand…

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One of the biggest challenges for OR managers is efficient use of OR blocks. OR managers struggle to balance revenue and utilization targets with surgeon and staff preferences. The result is underutilized OR time, unnecessary costs, and dissatisfied staff. “Let’s face it, our block allocation process isn’t very efficient,” says…

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As part of the shift to value-based care, a logical step for healthcare organizations is to adopt enhanced recovery after surgery (ERAS) protocols. The literature supporting the use of ERAS is growing, with many studies demonstrating that it leads to shorter length of stay (LOS) and fewer complications. Results of…

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Major changes at a facility such as reorganizing service lines or adding new ORs can be highly disruptive, cutting into productivity and potentially loss of revenue. What can OR managers do to avoid this situation? At Vanderbilt University Medical Center in Nashville, OR leaders were facing several simultaneous challenges: planning…

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What began as an employee request to reduce waste and create a “greener” workplace has resulted in an international award for TRIA Orthopedic Center, Bloomington, Minnesota. By conserving materials and energy, the ambulatory surgery center (ASC) not only reduced its environmental impact, but also saved money. The initiative started with…

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