Home Issues OR Manager [July, 2015]

Predictive modeling helps match resources with needs

Perioperative services is the key driver of a hospital’s performance. More than 68% of better performing hospitals’ revenue comes from perioperative services, and 60% of their margin is derived from the OR, according to Alecia Torrance, MBA, BS, RN, CNOR, senior vice president of clinical operations, Surgical Directions, Chicago. One…

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By: OR Manager
July 22, 2015
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Integrate systems to sustain gains from process change

Many organizations have reaped the benefits of adopting Lean concepts, such as greater workflow efficiency, staff engagement, and cost savings. After initial improvements are made, however, it can be hard to sustain the process changes over time. That was the case at Nemours A. I. duPont Hospital for Children in…

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By: OR Manager
July 22, 2015
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Editorial

For many, the arrival of this issue of OR Manager may coincide with summer vacation—typically a good time to catch up on reading and decompress before the busy fall season begins. In the publishing world, however, things hardly ever seem to slow down. This year has been exceptionally fast-paced as…

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By: OR Manager
July 22, 2015
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Adaptive Design makes patient-centered care a part of every day

Providing ideal patient care is the fundamental purpose behind Adaptive Design, an innovative systems approach that engages frontline staff in problem solving and focuses on improving patient care as part of everyone’s daily work. “More access to better care at a continually lower cost is the promise of doing Adaptive…

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By: OR Manager
July 22, 2015
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Lean tools help staff weed out bioburden pests

At least half the battle in making and sustaining process improvements is getting the entire team on board with a new workflow. One key to getting buy-in from staff is to clarify why changes are needed and what the consequences may be if the new processes aren’t followed. In a…

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By: OR Manager
July 22, 2015
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Creating a powerful partnership between the OR and the SPD

Perhaps no other departments in a hospital work as closely together as the OR and the sterile processing department, yet friction isn’t uncommon as both areas strive to meet service demands. Although the relationship between the two is unlikely to ever be free of tension, leaders of both departments increasingly…

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By: OR Manager
July 22, 2015
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Take time to make time: Involve your team in closing schedule gaps

Turnover time and first case on-time starts are a common problem in most ORs, so leaders are always seeking ideas for improvement. OR Manager recently spoke with two leaders who have had remarkable success in each of these areas.   The Dartmouth-Hitchcock experience When the average turnover time (TOT) at…

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By: OR Manager
July 22, 2015
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Five-step process provides framework for managing supplies

Problems such as frequently running out of critical items, expired inventory, and secret stockpiling in the OR have become increasingly burdensome for surgeons, nursing staff, and hospital administration across the country. Wasteful supply chain spending marginalizes patient care and drives OR expenses out of control. “When the facility’s difficulties in…

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By: OR Manager
July 22, 2015
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Potholes, speed bumps on road to quality reporting

Ambulatory surgery centers (ASCs) are moving forward with quality reporting, adding a series of new measures this year while continuing to build a national database of performance levels on earlier measures. Now that they have experience with reporting safe surgery checklist use (ASC 6) and volume of selected procedures (ASC…

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By: OR Manager
July 22, 2015
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