Integrated Practice Improvement SolutionsPractical Steps to Operating Room Management

被引:6
作者
Chernov, Mikhail [1 ]
Pullockaran, Janet [1 ]
Vick, Angela [1 ]
Leyvi, Galina [1 ]
Delphin, Ellise [1 ]
机构
[1] Weiler Hosp, Montefiore Med Ctr, 1825 Eastchester Ave, New York, NY 10461 USA
关键词
OR management; methodology; OR efficiency; quality improvement; patients care; safety;
D O I
10.3109/08941939.2016.1149638
中图分类号
R61 [外科手术学];
学科分类号
摘要
Perioperative productivity is a vital concern for surgeons, anesthesiologists, and administrators as the OR is a major source of hospital elective admissions and revenue. Based on elements of existing Practice Improvement Methodologies (PIMs), Integrated Practice Improvement Solutions (IPIS) is a practical and simple solution incorporating aspects of multiple management approaches into a single open source framework to increase OR efficiency and productivity by better utilization of existing resources. Materials and Methods: OR efficiency was measured both before and after IPIS implementation using the total number of cases versus room utilization, OR/anesthesia revenue and staff overtime (OT) costs. Other parameters of efficiency, such as the first case on-time start and the turnover time (TOT) were measured in parallel. Results: IPIS implementation resulted in increased numbers of surgical procedures performed by an average of 10.7%, and OR and anesthesia revenue increases of 18.5% and 6.9%, respectively, with a simultaneous decrease in TOT (15%) and OT for anesthesia staff (26%). The number of perioperative adverse events was stable during the two-year study period which involved a total of 20,378 patients. Conclusion: IPIS, an effective and flexible practice improvement model, was designed to quickly, significantly, and sustainably improve OR efficiency by better utilization of existing resources. Success of its implementation directly correlates with the involvement of and acceptance by the entire OR team and hospital administration.
引用
收藏
页码:316 / 321
页数:6
相关论文
共 14 条
  • [1] [Anonymous], 2012, 2011 HLTH CARE COST, P25
  • [2] Operating Room Pooling and Parallel Surgery Processing Under Uncertainty
    Batun, Sakine
    Denton, Brian T.
    Huschka, Todd R.
    Schaefer, Andrew J.
    [J]. INFORMS JOURNAL ON COMPUTING, 2011, 23 (02) : 220 - 237
  • [3] Bozdogan K, 2010, INTEGRATION LEAN ENT, P1
  • [4] Carter M., 2001, OPERATIONS RES PRACI
  • [5] Deming WE, 2000, NEW EC IND GOVT ED, P132
  • [6] Freeman J, 2012, MED SOCIAL JUSTICE, P2
  • [7] Improving the safety and quality of surgical patient care: what can we learn from quality management of industries?
    Kawaguchi, Masahiko
    Tanaka, Yuu
    Furuya, Hitoshi
    [J]. JOURNAL OF ANESTHESIA, 2015, 29 (04) : 485 - 486
  • [8] The use of Lean and Six Sigma methodologies in surgery: A systematic review
    Mason, S. E.
    Nicolay, C. R.
    Darzi, A.
    [J]. SURGEON-JOURNAL OF THE ROYAL COLLEGES OF SURGEONS OF EDINBURGH AND IRELAND, 2015, 13 (02): : 91 - 100
  • [9] Illusion or delusion - Lean management in the health sector
    McIntosh, Bryan
    Sheppy, Bruce
    Cohen, Ivan
    [J]. INTERNATIONAL JOURNAL OF HEALTH CARE QUALITY ASSURANCE, 2014, 27 (06) : 482 - +
  • [10] The impact of service-specific staffing, case scheduling, turnovers, and first-case starts on anesthesia group and operating room productivity: A tutorial using data from an Australian hospital
    McIntosh, Catherine
    Dexter, Franklin
    Epstein, Richard H.
    [J]. ANESTHESIA AND ANALGESIA, 2006, 103 (06) : 1499 - 1516