SURGICAL SERVICES OPTIMIZATION: FIRST CASE STARTS AND ...

SURGICAL SERVICES OPTIMIZATION: FIRST CASE STARTS AND TURNOVER TIME

by Caitlin Thayer B. S., Psychology, University of Pittsburgh, 2012

Submitted to the Graduate Faculty of Department of Health Policy and Management Graduate School of Public Health in partial fulfillment

of the requirements for the degree of Master of Health Administration

University of Pittsburgh 2015

UNIVERSITY OF PITTSBURGH GRADUATE SCHOOL OF PUBLIC HEALTH

This essay is submitted by

Caitlin Thayer on

April 24, 2015 and approved by

Essay Advisor:

Nicholas Castle, MHA, Ph.D.

______________________________________

Professor

Department of Health Policy & Management

Graduate School of Public Health

University of Pittsburgh

Essay Reader:

Bopaya Bidanda, Ph.D

______________________________________

Ernest Roth Professor and Chairman

Department of Industrial Engineering

Swanson School of Engineering

University of Pittsburgh

Essay Reader: Amy Bush, BSN, MBA, RN, CNOR ______________________________________ Vice President of Operations West Virginia University Healthcare

ii

Copyright ? by Caitlin Thayer 2015

iii

Nicholas Castle, MHA, Ph.D.

SURGICAL SERVICES OPTIMIZATION: FIRST CASE STARTS AND TURNOVER TIME

Caitlin Thayer, MHA University of Pittsburgh, 2015

ABSTRACT Operating room (OR) efficiencies are vital to the financial success of the hospital. Due to the negative outlook for hospital reimbursements and the rising costs of delivering care, it is important for hospitals to optimize OR efficiency for decreased costs and increased revenues. On-time first case starts (FCS) and turnover time (TOT) are two metrics that set the stage for other OR efficiencies to follow. The case of a community hospital is applied to four successful OR efficiency programs for opportunities for improvement. Opportunities to decrease OR costs and optimize surgical services metrics will thereby increase the OR capacity and revenue generating ability. OR efficiency is significant to the field of public health because optimization of efficiency contributes to the hospital's financial success and long-term viability in serving the community's needs.

iv

TABLE OF CONTENTS

PREFACE.................................................................................................................................. VII

1.0

INTRODUCTION........................................................................................................ 1

1.1

SIGNIFICANCE OF OPERATING ROOM EFFICIENCY .......................... 2

1.2

CASE OF PITTSBURGH AREA COMMUNITY HOSPITAL ..................... 3

1.3

IMPROVEMENT STRATEGIES ..................................................................... 8

1.3.1 Bottom-up Approach: UC Davis Medical Center ........................................ 8

1.3.2 Comprehensive OR Efficiency Program: Stony Brook Medical Center.... 9

1.3.3 Rapid Cycle Change Approach: A For-Profit Hospital............................. 10

1.3.4 Financial Incentive Program: University of Maryland School of Medicine

......................................................................................................................... 11

1.4

RECOMMENDATIONS FOR IMPROVEMENT......................................... 12

1.5

CONCLUSION .................................................................................................. 14

BIBLIOGRAPHY ....................................................................................................................... 15

v

 ................
................

In order to avoid copyright disputes, this page is only a partial summary.

Google Online Preview   Download