March 2010 OR Manager. Volume4_issue6_full. Operating. e8b5c18a-e904-4b31-90ec-970cef14858e. Orschedule. Premier%20hospital-operating%20room%20utilization%20and%20perioperative%20process%20flow. Optimizing Perioperative Efficiency | OR Room Turnover. Timely Perioperative Experience. OR_daysurgerytime. Surgery Center Consulting- OR Materials Management. Surgery Center Consulting- Pre-Anethesia Screening- Hospital Management Consultants. Purpose & Goal The purpose and overall goal of Pre-Anesthesia Screening (PAS) is to gather the clinical information necessary for the safe and effective administration of anesthesia through a process that is convenient for patients and physicians and results in efficient surgical throughput.
The Need for Pre-Anesthesia Screening With the shift to ambulatory surgery and same-day admissions, as many as 90% of a hospital's patients don't arrive at the facility until the day of their surgery. This makes it more difficult for nurses and anesthesiologists to get the information they need about patients and to initiate any remedial action (e.g., lab testing, cardiology consults, x-ray exams) warranted by patients' condition. Oftentimes the results are delays, postponements, and cancellations of scheduled surgery with patients and family being dissatisfied and physicians and staff being unproductive. Functions of the PAS Process How the PAS Process Should Work Steps to Establish a PAS Process. Rapid Operating Room Turnover - Surgery Management Improvement Group. Between current time and benchmark potential can yield significant opportunities for increased business as well as physician satisfaction.
Inpatient Case Time Analysis (Minutes) Operating room management. Operating room management is the science of how to run an Operating Room Suite. Operational operating room management focuses on maximizing operational efficiency at the facility, i.e. to maximize the number of surgical cases that can be done on a given day while minimizing the required resources and related costs. For example, what is the number of required anaesthetists or the scrub nurses that are needed next week to accommodate the expected workload or how can we minimize the cost of drugs used in the Operating Room?
Strategic operating room management deals with long-term decision-making. For example, is it profitable to add two additional rooms to the existing facility? Typically, operating room management in profit-oriented health-care systems (e.g. The act of coordinating and running all parts of a surgical suite to accomplish a defined set of goals. Surgical suite personnel[edit] The management of a surgical suite must take into account all cooperating team members.
How Do I Get Control of My Supply Inventory? Does your CFO continually challenge you on your inventory value? Are there steps you can take to reduce inventory while still meeting clinical demands? These are some of the questions you face when trying to control supply inventory. Daily you are pressured to maintain costs and ensure full potential reimbursement is realized - all while upholding the latest technology and satisfying your surgeons. Your ability to effectively manage surgical inventory correlates directly with your materials management practices, and gaining confidence in your practices starts by looking further into your current state and future state. Initial analysis to determine your Current State will dictate your starting point for optimizing materials management in surgery. These areas include: Formalizing your Future State will require input from hospital administration and key stakeholders – and likely investments in resources and technology.
Optimizing Your Business Practices . . . Without Significant IT Investment. The current economic times have not only impacted most everyone personally, but many have also seen their work environment change – definitely healthcare. “Meaningful Use” has forced investment and aggressive implementation timelines for electronic health records (EHRs) – challenging resource allocation in areas / systems that are on the fringe of the EHR. Departments including perioperative services often are being required to “hold tight” with current software solutions or implemented functionality. . . but this can be an opportunity. During implementation of their perioperative information system, many hospitals do not adequately align business practices with software strengths. -Analyze and Challenge- Where’s the Biggest Bang for the Buck?
Each environment will differ, but improvements in the following business functions can have significant payback. Patient Scheduling How long does it take to post a case? Conflict Checking Supply Requisitioning Data Validity / Reporting Preference Cards. Patient Scheduling. How effectively are you scheduling your patients? Patient scheduling determines the potential productivity of your surgery program.
Effective scheduling policies will consider the needs of your patients and physicians while promoting effective utilization of your resources and facility. Our approach (one you might choose to utilize) is to evaluate key aspects of your scheduling practices for opportunities to improve schedule accuracy and predictability. We look to identify potential for decreasing total case time, increasing case volumes, and improving physician satisfaction. Scheduling components for evaluation include: Understanding gained through the detailed scheduling review will enable you to quickly identify the areas offering significant improvement opportunity.
We Have To Do What! By When! So the vendor is selected and the contract is signed. Ready to sit back and watch your new solution solve all your current operational issues - as well as realizing all those advantages demonstrated to you by the sales rep. If so, it’s time for an intervention. Implementing perioperative information systems today requires much organization and resource allocation to truly maximize the potential of the application. Planning for a system implementation requires a multidisciplinary team approach and should be considered prior to the project kick off. Allocation of the appropriate dedicated resources will position your facility for a successful and on time project go-live. While the implementation resource requirements will be driven by the project scope and expected outcomes, resources will likely include, but are not limited to: Other key input will be required by the following on an adhoc basis: The development of focus teams is a great way to structure the implementation.
Good Luck! Holding The Line. ORMVol27No4ORPerformanceIntegris. 896.full. Operating Room Scheduling- Operating Room Management. Scheduling System Optimization Scheduling Affects the Entire Organization The "optimal" design of an OR scheduling process is in many instances significantly different, depending on whether you are a: SurgeonAnesthesiologistOperating Room NurseAdministrator Ideal Scheduling Program for Surgeons "Just have my own operating room, staff, equipment, and an anesthesiologist available 5 days a week whenever I want.
" Symptoms of an "Out of Balance" Schedule Effective Surgery Scheduling Requires Two Distinct Efforts: Schedule Planning Process Key Components of Schedule Planning Coverage Plans Balanced with Surgical DemandVariable OR Room Access (set aside time to accommodate historical add-ons w/o disrupting elective schedule)Maintenance of Correct Materials Requirements (accurate preference cards)Accurate Case Duration EstimatesKnowledgeable and Accessible Scheduler(s) Policies and Guidelines for Assigning and Re-Allocating Block Time OR Committee as Governance/Oversight Body.