Maximizing Operating Room Efficiency

In almost every hospital the OR is the “lion”, bringing in the largest share of revenue (as much as 70%) - and eating up a large share (an estimated 40%) of a hospital’s total expenses. It is easy to understand, therefore, why hospital administrators, always in search of ways to reduce costs while maximizing profitability, are focused on the OR. https://www.openanesthesia.org/or_costs_labor_vs_materials

Efficient Case Scheduling - Secret to a Well-Run OR

Operating room costs can be categorized as fixed or variable. Fixed costs include such things as a mortgage, administration, and salaried employee costs. Variable costs are largely driven by caseload and associated labor costs that occur outside of normal operational hours. The takeaway is simple - the most efficient ORs are those that can schedule the greatest percentage of cases (and case add-ons) within “normal” OR hours, minimizing additional compensation while maximizing efficiencies. 

Case Start Times – Avoiding Tardiness is Key

Tardiness can sabotage even the best functioning OR. A single thirty-minute late start on a morning case can result in playing catch-up the rest of the day. OR managers can minimize tardiness by having every patient’s medical records available and complete before the case start time. Anesthesiologists, surgeons, and other clinical team members must arrive on time. 

Patients should be told to arrive at precisely the right time in advance of their procedure.  https://www.beckershospitalreview.com/or-efficiencies/6-cornerstones-of-operating-room-efficiency-best-practices-for-each.html

Managing Case Flow and Handling Case Add-Ons

Scheduling cases on a scale of “most predictable” to “least predictable” (the longest) can help reduce the likelihood of the day running over schedule.

Case add-ons must be prioritized based on the acuity of the patient, anticipated length of the procedure, and availability of resources. A prediction bounds analysis by the OR manager will assist in determining the best placement within the existing schedule. https://pubs.asahq.org/anesthesiology/article/89/5/1228/37145/Method-to-Assist-in-the-Scheduling-of-Add-on

OR Turn-Over Times – Reducing Them May Not Be Beneficial

Trying to improve efficiency in the OR by reducing turn-over times is not worthwhile. In reality, these segments are usually less than one half-hour in length and are needed for proper sterilization. Shortening the time only leads to added stress, impacting both patient and staff safety.  https://www.bfwinc.com/5-ways-to-improve-operating-room-efficiency/

Non-Operating Room Anesthesia (NORA)

Significant cost savings can be realized by cases being performed under anesthesia administered outside of the OR. While the procedure may require the use of available equipment (CT, MRI, etc.) it can be scheduled without using the skilled personnel or sterile environment of the OR.  http://anesthesiaexperts.com/uncategorized/nonoperating-room-anesthesia-nora/

In the final analysis, while great management and scheduling of cases are key to an efficient OR, reducing costs must never come at the expense of patient or provider safety. 

As Concordia Anesthesiology partner’s with hospitals, patient safety remains our highest priority in the operating room.  https://www.concordiaanesthesiology.com