Community Medical Center
Situation: Community hospital not meeting financial goals; difficult to build volume from splitter physicians; scheduling/PAT not physician-friendly.
Intervention: Implement collaborative leadership; upgraded PAT/scheduling; reduced non-labor costs.
Outcome: Surgeon satisfaction increased; OR volume grew; financial performance improved $6 million within one year
380-Bed Level Community Medical Center
Situation: Surgery volume stagnant; surgeons complain about OR access; majority of rooms blocked; conflict between anesthesia and surgeons; inefficient perioperative systems including scheduling and preoperative preparation; OR experiencing significant delays, cancellations, and add-ons.
Intervention: Established new model of collaborative perioperative leadership; revised block rules; facilitated workflow redesign; established anesthesia service standards; facilitated development of strategic perioperative growth plan.
Outcome: Surgeon satisfaction increased; turnover time decreased; increased case volume by 29% and profitability $25 million over three years.
Community Hospital 1
Situation: Surgical volume stagnant; poor community image; surgeons dissatisfied with services; inefficient perioperative systems.
Intervention: Revised organization structure of surgical services department; established new models for perioperative leadership; fostered collaborative relationship between surgeons, anesthesiologists, nursing and administration; implemented changes to improve patient flow; implemented new preoperative assessment; implemented improvements in materials and supplies flow.
Outcomes: Increased surgical volume by 12% and hospital profitability by $6 million within one year; improved surgeon and nurse satisfaction; streamlined patient throughput and minimized patient inconvenience.
Community Hospital 2
Situation: Hospital not meeting financial targets; surgeons complaining about OR access.
Intervention: Completed a perioperative assessment of governance, block scheduling, and operations; developed a perioperative dashboard populated through customized crystal reports; implemented a perpetual inventory system, and provided additional training on the Lawson general ledger system; completed a perioperative turnaround implementation and a cardiac service line process improvement engagement.
Outcomes: Developed dashboard reports including surgeon and anesthesiologist/CRNA report cards for performance and an OR metrics dashboard with best practice comparisons to monthly outcomes; revised block schedule to increase "open" time to allow for growth in case load; established perpetual inventory system and increased items on consignment; net financial improvement of $4.5M and $2.4M in ongoing inventory reduction savings.
243 Bed Community Hospital
Situation: Perioperative services under-performing; OR volume stagnant; low patient satisfaction; and quality issues
Intervention: Implemented a collaborative OR governance model; strengthened OR management; recruited new anesthesia; transformed OR processes; and implemented a perioperative sales function with defined strategy, plan, and tactics
Outcome: Surgeon satisfaction improved; OR volume increased 16% within 10 months; OR financial performance increased seven figures
570 Bed Tertiary Hospital
Situation: Surgery volume stagnant; conflict between anesthesia and surgeons; inefficient perioperative systems including scheduling and preoperative preparation; OR experiencing significant delays, cancellations, and add-ons.
Intervention: Established new model of collaborative perioperative leadership; expanded OR schedule; established urgent room; facilitated workflow redesign; facilitated development of strategic perioperative growth plan.
Outcome: Surgeon satisfaction increased; surgical volume increased 7% within six months; perioperative systems improved; hospital has new, positive vision for future.
289 Bed Quaternary Hospital
Situation: Hospital not meeting budget because of OR issues; OR rooms are closed due to lack of anesthesia coverage, high same day cancellation, long room turnovers, abuse of block time privileges, and dissatisfied surgeons.
Intervention: Worked with senior physician and hospital leadership to strengthen anesthesia and OR nursing leadership; established a preoperative clinic; strengthened perioperative systems through improved materials management, scheduling, preoperative evaluation, and information systems.
Outcome: Surgical volume increased 19% within 24 months; Anesthesia Department fully staffed; Anesthesia financial performance improved; all ORs open and staffed; same day cancellations decreased and surgeon satisfaction increased.
