Efficiency efforts improve staff satisfaction with turnover time
Cost mitigation has become a priority in the American healthcare industry, and addressing inefficiencies is a popular way to curb the high cost of medical care. Decreasing turnover time between cases may pave the way for additional cases to be scheduled, theoretically leading to increased revenue for the hospital. However,…
No consensus on what defines a high-performing system
Editor's Note In this study, researchers reviewed literature from a 10-year period and found no consensus on what defines a high-performing healthcare delivery system or healthcare organization. High performance was variably defined across different dimensions, including: quality (93% of articles) cost (67%) access (35%) equity (26%) patient experience (21%) patient…
Electronic scheduling system radically improves OR workflow
Between the expanding population and the increasing number of surgical procedures being performed, demand for surgical services is climbing. One study has predicted a 14% to 47% increase in surgical demand across all surgical fields by 2020. Given the high cost of operations, an efficient workflow is paramount, and there…
Reducing robotic OR turnover times with a pit stop model
Editor's Note Concepts from motor racing pit stops, including role definition, task allocation, task sequencing, and a visual cue for ease-of-use, created efficient and sustainable approaches for decreasing robotic OR turnover times in this study. Average turnover time was 99.2 minutes before introducing the pit stop model and 53.2 minutes…
Efforts to improve FCOTS may reduce overutilized OR time
Ccommon cost-saving strategies in the OR include increasing workflow efficiency, reducing turnover times, implementing standardized preoperative protocols, and improving surgical case scheduling and first case on-time starts (FCOTS). These interventions aim to decrease under- and overutilized time in the OR, but there is conflicting evidence about their economic value. Many…
Employee engagement: The path to better patient care--Part 1
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,”…
New staffing schedule unclogs PACU bottleneck
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…
OR utilization improves with data gleaned from software program
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…
Turnover times improve with multiphase approach
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…
ACP position paper calls for reducing administrative tasks for physicians
Editor's Note A position paper from the American College of Physicians (ACP) makes recommendations on administrative tasks to mitigate or eliminate their adverse effects on physicians, their patients, and the whole healthcare system. Among the recommendations: Stakeholders external to physician practices (ie, payers, government and other oversight organizations, vendors, and…
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