Preventing Delays in First-Case Starts on the Neurosurgery Service: A Resident-Led Initiative at an Academic Institution

Improving Operating Room Efficiency Through Reducing First Start Delays in an Academic Center

BACKGROUND

Delays in operating room (OR) first-case start times can cause additional costs for hospitals, healthcare team frustration and delay in patient care. Here, a novel process improvement strategy to improving first-case start times is presented.

METHODS

First case in room start times were recorded for ORs at an academic medical center. Three interventions-automatic preoperative orders, dot phrases to permit re-creation of unavailable consent forms, and improved H&P linking to the surgical encounter-were implemented to target documentation-related delays. Monthly percentages of first-case on-time starts (FCOTS) and time saved were compared with the "preintervention" time period, and total cost savings were estimated.

RESULTS

During the first 3-months after implementation of the interventions, the percentage of FCOTS improved from an average of 36.7%-52.7%. Total time savings across all ORs over the same time period was found to be 55.63 hours, which is estimated to have saved a total of $121,834.52 over the 3-month interventional period.

CONCLUSIONS

By implementing multiple quality improvement interventions, delays to first start in room OR cases can be meaningfully reduced. Quality improvement protocols targeted toward root causes of OR delays can be a significant driver to reduce healthcare costs.

Influence of COVID-19 Protocols on the Efficiency of Trauma Theater: Retrospective Observational Study

BACKGROUND

The COVID-19 pandemic has influenced health care delivery significantly. Numerous studies have highlighted that trauma theater efficiency has decreased during the COVID-19 pandemic; however, there is limited information as to exactly which stage of the patient theater journey is causing this decreased efficiency and whether efficiency can be improved. In the trauma theater of Warrington Hospital, United Kingdom, we have attempted to maintain trauma theater efficiency despite the requirement for increased infection control.

OBJECTIVE

The aim of this study was to evaluate the effects of additional COVID-19 infection control protocols on trauma theater efficiency in our center, considering the length of time taken for specific theater events, and to find out whether our interventions were successful in maintaining theater efficiency.

METHODS

We compared the efficiency of the trauma theater in a busy unit in December 2019 (pre-COVID-19) and December 2020 (with COVID-19 protocols in place). We collected time logs for different theater events for each patient in December of both years and compared the data.

RESULTS

There was no significant difference in the average number of cases performed per session between the COVID-19 and pre-COVID-19 time periods (P=.17). Theater start time was significantly earlier during the COVID-19 period (P<.001). There was no significant difference between the two periods in transport time, check-in time, preprocedure time, anesthetic time, and the time between cases (P>.05). A significant difference was observed in the check-out time between the two groups in the two time periods, with checking out taking longer during the COVID-19 period (P<.001).

CONCLUSIONS

Our results show that our theater start times were earlier during the COVID-19 pandemic, and the overall theater efficiency was maintained despite the additional COVID-19 infection control protocols that were in place. These findings suggest that well-planned infection control protocols do not need to impede trauma theater efficiency in certain settings.

[Time management in operating rooms-a cross-sectional study to evaluate estimated and objective durations of otorhinolaryngologic surgical procedures]

Hintergrund

Die Gestaltung des Operations(Op.)-Programms im klinischen Alltag ist von hoher Wichtigkeit für die Wirtschaftlichkeit. Gleichzeitig muss die Einhaltung von Arbeitszeiten unterschiedlicher Berufsgruppen berücksichtigt werden.

Ziel der Arbeit

Um Fehlerquellen bei der Planung aufzudecken, wurden durch Chirurgen geschätzte mit objektiv erhobenen Zeiten (u. a. Schnitt-Naht-Zeit) verglichen.

Material und Methoden

In einer retrospektiven Analyse wurden 1809 Operationen im Jahr 2018 (22 verschiedene Op.-Arten) durch 31 Operateure (12 Fach- [FÄ] und 19 Assistenzärzte [AÄ]) hinsichtlich ihrer Dauer verglichen und mittels Mann-Whitney-U-Test auf Signifikanz geprüft.

Ergebnisse

Der Vergleich der objektiven Zeiten von FÄ und AÄ zeigt signifikante Unterschiede in der Schnitt-Naht-Zeit bzw. der Summe aus Schnitt-Naht-Zeit und Zeit der chirurgischen Maßnahmen für 6 von 15 Op.-Arten (p < 0,001). Die durch FÄ geschätzte Nachbereitungszeit wich bei 2 von 22 Op.-Arten von der objektiven Zeit ab (p < 0,05), die durch AÄ geschätzte Zeit bei 7 von 15 Op.-Arten (p < 0,05). Hinsichtlich der Schnitt-Naht-Zeit verschätzten sich FÄ bei 7 von 22 (p < 0,05), AÄ bei 3 von 15 (p < 0,05) Op.-Arten. Die durch FÄ geschätzte Vorbereitungszeit wich bei 16 von 22 Op.-Arten signifikant von der objektiven Zeit ab (p < 0,05), bei AÄ bei 7 von 15 (p < 0,001). Vor- und Nachbereitungszeiten wurden durch FÄ unter‑, Schnitt-Naht-Zeiten überschätzt. AÄ unterschätzten alle Zeiten.

Schlussfolgerung

Bei der OP-Planung muss die Erfahrung des durchführenden Chirurgen berücksichtigt werden. Eine Verbesserung durch verminderte subjektive Fehleinschätzung kann möglicherweise mithilfe spezieller Algorithmen gelingen.

Improving On-Time First Case Starts: An Integrative Review and Quality Improvement Project Plan

PURPOSE

Surgeon late arrival is the major cause of delays in first case starts. The estimated cost of these delays can reach $800,000 a year. The purpose of this integrative review and proposed quality improvement (QI) project plan was to increase the first case on-time starts through surgeon behavior modification.

DESIGN

An integrative literature review and creation of a QI project plan.

METHODS

The literature review included an independent electronic literature search between the years of 2011 and 2020 through CINAHL PLUS, PubMed, and Medline OVID databases. The search was limited to scholarly peer-reviewed journal articles in the English language, and search terms included: "operating rooms," "delay first cases start," "first case tardiness," and "operating room efficiency." The QI project plan was a three-phase process based on surgeon behavioral modification using educational material, visual reminders, and individualized e-mail notifications of habitually late surgeons.

FINDINGS

A synthesis of articles reported proper site marking and surgical consent 15 to 30 minutes before surgery increased first case on-time starts from 55.90% to 66.60% and a mean delay decrease of 9.67 minutes to 7.17 minutes. Visual cues significantly enhanced memory, 64% versus 50%, and e-mail reminders increased compliance, 77% to 86.1%.

CONCLUSION

As the need for hospital revenue dependency grows, so will the need for more efficient operating rooms. The evidence shows a positive correlation between early arrival by surgeons to the preoperative area and increased on-time first case starts.

A Quality Improvement Project to Improve First Case On-time Starts in the Pediatric Operating Room

Background:

Delays in the operating room (OR) can lead to increased hospital costs as well as patient and provider dissatisfaction. Starting the first case on time in the OR can potentially prevent subsequent delays. We designed a quality improvement project to improve the first case on-time starts in the pediatric OR at a tertiary care children’s hospital.

Methods:

Following the collection of baseline data, we formed an interdisciplinary team. We analyzed the causes of delay and used the Six Sigma methodology of Define, Measure, Analyze, Improve, and Control. We identified key drivers and implemented several low-cost interventions using Plan-Do-Study-Act cycles. Major interventions included preoperative care coordination, strategic staggering of OR cases, and introduction of “Wow Bucks” incentives. We monitored start times and the delay in minutes for all first cases weekly. The OR minutes saved per week were calculated and used to estimate cost savings.

Results:

We studied a total of 1981 first-start cases from May 2018 to October 2019. The first case on-time starts improved from 62% to 77% over the study period. There was a significant improvement in total minutes delayed for all the first cases from 197.9 minutes per week down to 133 minutes per week (P < 0.05). Estimated cost savings were $4,023 per week due to improved OR utilization.

Conclusions:

A multidisciplinary collaborative team approach using quality improvement tools can improve on-time starts in the pediatric OR.

First Case On-Time Starts Measured by Incision On-Time and No Grace Period: A Case Study of Operating Room Management

EXECUTIVE SUMMARY

A delay in first case on-time starts (FCOTS) can lead to less operating room (OR) utilization, greater facility costs, and dissatisfaction among staff and patients. FCOTS is usually measured by the patient in-room metric with a small grace period. For this study, the partnering hospital elected to target and improve delays by aggressively defining FCOTS as time of incision with no grace period. Metric standardization, goal setting, and organizational focus contributed to a 9-month implementation plan to improve the newly defined FCOTS metric. The target was achieved during implementation, with 73.6% of first cases starting on time. Annual impact showed 80,587 min, or 1,343 hr, of saved OR time, which led to $771,000 in annual savings for variable OR labor costs. This redefined metric and related interventions contributed to significant reduction in delays and savings to the hospital. Engaged physician leadership played a key role in this improvement initiative, as well. The methods employed here can be used in other hospitals looking to improve FCOTS metrics in their procedural areas.

A Discharge Time-Out: A Case Study on Physician–Nurse Discharge Communication and the Challenge of Sustainability in Resident-Led Quality Improvement

Resident-led quality improvement (QI) is an important component of resident education yet sustainability of improvement and impact on resident education have rarely been explored. This study describes a resident-led intervention to improve nursing (RN)–provider (MD) communication at discharge—the Discharge Time-Out (DTO)— and explores its uptake and sustainability. One year later, residents were surveyed regarding QI self-efficacy and planned QI involvement. Baseline verbal RN–MD communication at discharge was rare. During DTO implementation, rates of structured communication averaged 56% (341/608) with several months >70%. During the monitoring phase, this fell to 45% and did not recover (833/1852). Participating residents reported increased QI self-efficacy ( P < .05) and increased likelihood of participating in future QI ( P < .05). The DTO increased RN–MD communication but was not sustained. Resident-led QI should explicitly address sustainability to achieve improvement and educational objectives. To foster resident education and avoid short-lived, low-impact projects, increased attention should be given to sustainability of resident-led QI.