After 20+ years of bringing about successful transformation efforts in hospital operation rooms, there are a number of hard-learned tips that can improve your chances of success and permanence:
Can the Business Science of Organizational Transformation be used in the Transition to Value-Based Surgical Services?
In this rapidly changing health care environment, hospital-based procedural services are facing a number of daunting challenges, not the least of which is the transition to value-based services. For many hospitals, this transition will require a complete overhaul of processes and behaviour, starting with the scheduling of a patient for surgery and continuing on to include all subsequent elements of surgical care.
A New Leadership Model for the Struggling Operating Room
The traditional operating room in the U.S. is a very complex organization with a large number of associated units. It truly is a separate and distinct organization within a hospital. It accounts for up to 2/3 of the hospital’s revenue and a large share of operating costs. It’s filled with expensive technology, is ravenous for supplies, and requires highly trained (and expensive) professionals from a broad spectrum of specialties. Despite the costs of running today’s operating rooms, it remains, by far, the single most significant source for hospital profits.
Managing Preference Card Cleanup Through Teamwork
The success of any performance improvement team endeavor is dependent on the participating team members and sponsorship. Teams work best with a clear understanding of “why are we doing this”, mutual respect and a common goal to towards making the improvement.
Anesthesia’s Leadership Role in Optimizing Surgical Services
With the arrival of valued-based payments and the continuing out-migration of surgical volume to ASCs and the office-based environment, hospital ORs are embracing the necessity for substantial improvements in quality, efficiency and customer satisfaction. These organizations are turning to anesthesia department and its leadership to help lead this transformation.
Challenge the Status Quo: Bring in an Interim
As the Chief Nursing Executive (CNE) or Chief Operating Executive (COE), you have received a resignation from the Perioperative Nursing Director or Manager or VP of Perioperative Services. Now what?
Five Things a Hospital can do to Improve the Surgeon Experience
Most hospitals in the US depend on robust high quality surgical volume to maintain their financial viability. And yet, most surgeons do not view themselves as valued customers. Their complaints are consistently similar: