Evaluating Strategies to Use for Decreasing Operating Room Turnaround Time
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Authors
Neal, Leslie
Issue Date
2024-05-11
Volume
Issue
Type
Manuscript
Language
Keywords
Turnover , Turnaround , Efficiency , Operating Room , Time Management
Alternative Title
Abstract
Operating room turnaround times are continuously scrutinized by surgeons and hospitals, as operating rooms generate the most revenue for a hospital. Texas Childrens Hospital specifically has notably lengthy turnarounds. As costs of healthcare continue to increase, it is important to address the operating room utilization, and the techniques equipped by the team to smoothly transition from one operating room to another. There are many factors that can have a significant impact on the length of an operating room turnaround. These can include: type of surgery and severity of patient illness, so it is important to address the factors that are possible to address, and provide recommendations in order to decrease this time. This is important because the impact of not turning an operating room around quickly has severe implications on patient satisfaction, financial stability and staff satisfaction. A literature review of 11 articles found three similar recommendations including implementing the Lean Six Sigma methodology, a PIT crew approach to turning around a room, and lastly scheduling consistent staff and surgeons in specific rooms. These recommendations implemented with the STAR theoretical framework written by Dr. Stevens, should have a great impact on the operating room turnarounds for the patients and staff at Texas Childrens Hospital
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Citation
Publisher
Creighton University
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Copyright is retained by the Author. A non-exclusive distribution right is granted to Creighton University