The operating room is both a cost center and a revenue driver for most hospitals. While often perceived as a well-oiled machine, the OR is frequently impacted by numerous obstacles that impede process flow and lead to inefficiencies. This includes inventory management and process variability.
Mismanagement of these aspects results in case delays that compromise two important facets of the CQO paradigm: 1) increased costs associated with staffing and non-productive turnover times, and 2) the perception of suboptimal quality of care as perceived by patients impacted by delayed start times and their families.
Successful inventory management decreases patient complications, supply waste, and case delays. Reducing process variability increases performance efficiencies and maximizes OR time. Accurate physician preference cards in OR processes makes for more efficient use of time, improves utilization-driven inventory management, and reduces clinical variation, while also serving as a means to assess the profitability of any given case.
Resiliency in the operating room is imperative in today’s health care climate. A well-functioning OR has the potential to increase the number of patients served and further enhance its contribution to the hospital's bottom line. This presentation discusses how supply chain process improvements help achieve CQO in the OR.
How this session relates to the Cost, Quality, and Outcomes (CQO) Movement: An efficiently run operating room impacts all three arms of the CQO triad. An operating room that uses staff judiciously and follows streamlined inventory management procedures minimizes its overhead costs. Timely case start-times enhance the patient experience through the perception of and potential for better quality care. Finally, by increasing OR scheduling capacity, hospital revenue as measured by outcomes is maximized.
- Establish a means for updating and maintaining physician preference cards.
- Recognize your inventory management pain points and learn strategies to overcome those challenges for a more efficient OR workflow.
- Identify tactics for managing change and optimizing efficiency that reduce perioperative variability.
- Dr. Kristin Boehm — Physician Advisor, Nexera
- Kenneth Scher, CMRP — Senior Manager, Nexera
- Patrice Kelly, MS, RN, CNOR — Director of Nursing Perioperative Services, South Nassau Communities Hospital