A surgical facility is a public hospital where profit is not a motive and the physicians are all salaried professionals. Can OR efficiency methods be applied?
This is sometimes precisely the situation where the tactical (strategic) analyses based on financial criteria apply. For example, consider the hypothetical hospital three paragraphs above that finishes all ORs between 7 hr and 9 hr after the start of the workday. This seems to occur often when salaried physicians won’t make more money for working longer for elective cases. In that circumstance, reducing turnover times will generally create more under-utilized OR time, not increase OR efficiency because there are no over-utilized hours to reduce. Click here to download a paper reviewing these concepts. Staffing analyses are of the greatest value when some ORs have under-utilized OR time and some have over-utilized OR time each workday. In this scenario, there may be little opportunity for improvement in OR efficiency by adjusting staffing, because there are few under-utilized or over-utilized hours. Click here for corresponding lecture. Often it seems that, at such hospitals, the limiti
Related Questions
- A surgical facility is a public hospital where profit is not a motive and the physicians are all salaried professionals. Can OR efficiency methods be applied?
- Can OR efficiency methods be applied to a surgical facility with few data, or should data on cases and processes be collected first?
- Do family physicians do surgical assists at the hospital?
