Effect of a Novel Financial Incentive Program on Operating Room Efficiency

Scalea, Thomas M.; Carco, Darlene; Reece, Melissa; Fouche, Yvette; Pollak, Andrew N.; Nagarkatti, Sushruta S.

doi:10.1001/jamasurg.2014.1233

Cited by 34 publications

(17 citation statements)

References 9 publications

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“…For example, there is evidence that financial incentive programmes, interviews with stakeholders and the assignment of an appropriate anaesthesiologist can influence turnaround times. 5,15,16 Moreover, psychological factors such as emotional intelligence may affect patient safety as well as perioperative performance. 17,18 This study is subject to certain limitations.…”

Section: Discussionmentioning

confidence: 99%

Discrepancies Between Planned and Actual Operating Room Turnaround Times at a Large Rural Hospital in Germany

Morgenegg

Heinze

Wieferich

et al. 2018

Sultan Qaboos Univ Med J

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abstract:Objectives: While several factors have been shown to influence operating room (OR) turnaround times, few comparisons of planned and actual OR turnaround times have been performed. This study aimed to compare planned and actual OR turnaround times at a large rural hospital in Northern Germany. Methods: This retrospective study examined the OR turnaround data of 875 elective surgery cases scheduled at the Marienhospital, Vechta, Germany, between July and October 2014. The frequency distributions of planned and actual OR turnaround times were compared and correlations between turnaround times and various factors were established, including the time of day of the procedure, patient age and the planned duration of the surgery. Results: There was a significant difference between mean planned and actual OR turnaround times (0.32 versus 0.64 hours; P <0.001). In addition, significant correlations were noted between actual OR turnaround times and the time of day of the surgery, patient age, actual duration of the procedure and staffing changes affecting the surgeon or the medical specialty of the surgery (P <0.001 each). The quotient of actual/planned OR turnaround times ranged from 1.733-3.000. Conclusion: Significant discrepancies between planned and actual OR turnaround times were noted during the study period. Such findings may be potentially used in future studies to establish a tool to improve OR planning, measure OR management performance and enable benchmarking.

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Section: Discussionmentioning

confidence: 99%

Discrepancies Between Planned and Actual Operating Room Turnaround Times at a Large Rural Hospital in Germany

Morgenegg

Heinze

Wieferich

et al. 2018

Sultan Qaboos Univ Med J

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“…The current literature indicates that daily team huddles at the start of shifts result in fewer interruptions during the day and can provide immediate clarification of issues 12 . The use of preoperative huddles has been shown to increase the number of surgeries starting on time 22 and to create a better flow for patients, families, and the surgical team 23 . A study by Toussaint and Berry showed that huddles are able to increase patient satisfaction scores 23 .…”

Section: Basic Huddle Conceptsmentioning

confidence: 99%

Fostering a Culture of Safety: The OR Huddle

Criscitelli¹

2015

AORN Journal

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“…[4,12,13,[26][27][28][29][30] Factors influencing productivity and timeliness using the turnover time measure have been reported in numerous OR efficiency studies. [12,21,26,[31][32][33][34][35][36] As was noted in the Canadian Paediatric Surgical Wait Times Project, a lack of a standard methodology for measuring the outcomes in these studies limits the ability to benchmark externally. [4] While there is a plethora of literature focusing on OR efficiency, to our knowledge this is the first study using a matrix of four metrics to measure, benchmark and report monitor OR efficiency that can benchmark improvements over time.…”

Section: Discussionmentioning

confidence: 99%

The impact of benchmarking operating room efficiency within the Veterans Health Administration

Lynn

Bronson²,

Gunnar

2018

IJH

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Purpose: The Department of Veterans Affairs (VA) provides surgical care and services through a network of Veterans Health Administration (VHA) Surgical Programs. This study examined the impact of benchmarking on improvements in VHA surgery program operating room efficiency.Methods: The VA National Surgery Office (NSO) developed the operating room (OR) Efficiency Matrix with four common metrics that characterize OR processes. The OR Efficiency Matrix assigned a performance level to each VHA Surgery Program identified in the NSO Quarterly Report. The NSO Quarterly Report provided ongoing and regular feedback allowing VHA Surgery Programs to develop action plans and improve performance.Results: Beginning with the Fiscal Year (FY) 2013 Quarter (Q) 2 NSO Quarterly Report, the NSO has been reporting to VHA Surgery Programs on the OR Efficiency Matrix through several tables and figures in the NSO Quarterly Report. Overall, raw metric rates have improved nationally, with most improvements coming in the metrics of OR first time starts and surgical case cancellation.Conclusions: The NSO developed and implemented the OR Efficiency Matrix, representing four well recognized metrics, to assess, track, and report OR efficiency at 137 VHA Surgery Programs. This internal benchmarking process and data reporting was associated with sustainable improvements in OR efficiency over time.

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Effect of a Novel Financial Incentive Program on Operating Room Efficiency

Cited by 34 publications

References 9 publications

Discrepancies Between Planned and Actual Operating Room Turnaround Times at a Large Rural Hospital in Germany

Discrepancies Between Planned and Actual Operating Room Turnaround Times at a Large Rural Hospital in Germany

Fostering a Culture of Safety: The OR Huddle

The impact of benchmarking operating room efficiency within the Veterans Health Administration

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