One more procedure per room per day
Introduction
In every healthcare system regardless of location or geo‐graphy that my team has experienced throughout our careers we heard one or more of the following statements with respect to the management of operating rooms:
- We need more staff
- We need more room
- We need more (financial) resources
As we asked what the most prominent issues were we heard:
Patient satisfaction scores are below expectations
Achieving on‐time surgeries is problematic
- Reimbursement is challenging
- Staff and surgeons spend a lot of time waiting
- Quality is variable –we are concerned about our reputation
- Working together with other professionals is creat‐ing conflict
- Staff is overworked (leading to high staff turnover)
- Staff is on work‐related sick leave (back pain, etc)
If you have never heard any of these comments from your staff, you likely have a firm understanding of the relation‐ships and obstacles encountered in transforming the OR culture. However, you are likely a small minority, because most of us struggle with these challenges every day.
Results two years after
Lean Management in the Jura Hospital Scheßlitz
„The development of internal process optimization competence has really paid off for us. In cooperation with Stryker Healthcare Services our Lean Management team has realized significant primary projects since 2007 which enabled us to identify additional
revenue potential of about $ 1,5 million. We already managed to realize 70 % in the fi rst two years. This exceeded our expectations by far.“
Brigitte Angermann, Assistant General Manager, Jura Hospital Scheßlitz