Utilization of lean project management principles and health informatics to reduce operating room delays in a vascular surgery practice
Objectives: Perioperative inefficiency can increase cost. We describe a process improvement initiative that addressed preoperative delays on an academic vascular surgery service.Methods: First case vascular surgeries from July 2019–January 2020 were retrospectively reviewed for delays, defined as la...
Ausführliche Beschreibung
Autor*in: |
Gupta, Ryan [verfasserIn] Tat, Quy [verfasserIn] O'Brien, Jaime [verfasserIn] Shaw, Maxwell [verfasserIn] Cumbler, Ethan [verfasserIn] McPherson, Rachel [verfasserIn] de la Cruz, Daniella [verfasserIn] Dua, Anahita [verfasserIn] Yi, Jeniann A. [verfasserIn] |
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Format: |
E-Artikel |
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Sprache: |
Englisch |
Erschienen: |
2021 |
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Schlagwörter: |
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Übergeordnetes Werk: |
Enthalten in: The American journal of surgery - Amsterdam [u.a.] : Elsevier Science, 1926, 223, Seite 176-181 |
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Übergeordnetes Werk: |
volume:223 ; pages:176-181 |
DOI / URN: |
10.1016/j.amjsurg.2021.07.040 |
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Katalog-ID: |
ELV00713116X |
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245 | 1 | 0 | |a Utilization of lean project management principles and health informatics to reduce operating room delays in a vascular surgery practice |
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520 | |a Objectives: Perioperative inefficiency can increase cost. We describe a process improvement initiative that addressed preoperative delays on an academic vascular surgery service.Methods: First case vascular surgeries from July 2019–January 2020 were retrospectively reviewed for delays, defined as late arrival to the operating room (OR). A stakeholder group spearheaded by a surgeon-informaticist analyzed this process and implemented a novel electronic medical records (EMR) preoperative tool with improved preoperative workflow and role delegation; results were reviewed for 3 months after implementation.Results: 57% of cases had first case on-time starts with average delay of 19 min. Inappropriate preoperative orders were identified as a dominant delay source (average delay = 38 min). Three months post-implementation, 53% of first cases had on-time starts with average delay of 11 min (P < 0.05). No delays were due to missing orders.Conclusions: Inconsistent preoperative workflows led to inappropriate orders and delays, increasing cost and decreasing quality. A novel EMR tool subsequently reduced delays with projected savings of $1,200/case. Workflow standardization utilizing informatics can increase efficiency, raising the value of surgical care. | ||
650 | 4 | |a Perioperative efficiency | |
650 | 4 | |a Perioperative delay | |
650 | 4 | |a Quality improvement | |
650 | 4 | |a Lean management | |
650 | 4 | |a Informatics | |
700 | 1 | |a Tat, Quy |e verfasserin |0 (orcid)0000-0002-9333-2981 |4 aut | |
700 | 1 | |a O'Brien, Jaime |e verfasserin |4 aut | |
700 | 1 | |a Shaw, Maxwell |e verfasserin |0 (orcid)0000-0002-7802-1130 |4 aut | |
700 | 1 | |a Cumbler, Ethan |e verfasserin |4 aut | |
700 | 1 | |a McPherson, Rachel |e verfasserin |4 aut | |
700 | 1 | |a de la Cruz, Daniella |e verfasserin |4 aut | |
700 | 1 | |a Dua, Anahita |e verfasserin |4 aut | |
700 | 1 | |a Yi, Jeniann A. |e verfasserin |0 (orcid)0000-0001-8398-6992 |4 aut | |
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allfields |
10.1016/j.amjsurg.2021.07.040 doi (DE-627)ELV00713116X (ELSEVIER)S0002-9610(21)00420-7 DE-627 ger DE-627 rda eng 610 DE-600 44.65 bkl 44.65 bkl Gupta, Ryan verfasserin aut Utilization of lean project management principles and health informatics to reduce operating room delays in a vascular surgery practice 2021 nicht spezifiziert zzz rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Objectives: Perioperative inefficiency can increase cost. We describe a process improvement initiative that addressed preoperative delays on an academic vascular surgery service.Methods: First case vascular surgeries from July 2019–January 2020 were retrospectively reviewed for delays, defined as late arrival to the operating room (OR). A stakeholder group spearheaded by a surgeon-informaticist analyzed this process and implemented a novel electronic medical records (EMR) preoperative tool with improved preoperative workflow and role delegation; results were reviewed for 3 months after implementation.Results: 57% of cases had first case on-time starts with average delay of 19 min. Inappropriate preoperative orders were identified as a dominant delay source (average delay = 38 min). Three months post-implementation, 53% of first cases had on-time starts with average delay of 11 min (P < 0.05). No delays were due to missing orders.Conclusions: Inconsistent preoperative workflows led to inappropriate orders and delays, increasing cost and decreasing quality. A novel EMR tool subsequently reduced delays with projected savings of $1,200/case. Workflow standardization utilizing informatics can increase efficiency, raising the value of surgical care. Perioperative efficiency Perioperative delay Quality improvement Lean management Informatics Tat, Quy verfasserin (orcid)0000-0002-9333-2981 aut O'Brien, Jaime verfasserin aut Shaw, Maxwell verfasserin (orcid)0000-0002-7802-1130 aut Cumbler, Ethan verfasserin aut McPherson, Rachel verfasserin aut de la Cruz, Daniella verfasserin aut Dua, Anahita verfasserin aut Yi, Jeniann A. verfasserin (orcid)0000-0001-8398-6992 aut Enthalten in The American journal of surgery Amsterdam [u.a.] : Elsevier Science, 1926 223, Seite 176-181 Online-Ressource (DE-627)320427757 (DE-600)2003374-6 (DE-576)121465497 1879-1883 nnns volume:223 pages:176-181 GBV_USEFLAG_U SYSFLAG_U GBV_ELV SSG-OLC-PHA GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_224 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2038 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2056 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2336 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4313 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4393 44.65 Chirurgie 44.65 Chirurgie AR 223 176-181 |
spelling |
10.1016/j.amjsurg.2021.07.040 doi (DE-627)ELV00713116X (ELSEVIER)S0002-9610(21)00420-7 DE-627 ger DE-627 rda eng 610 DE-600 44.65 bkl 44.65 bkl Gupta, Ryan verfasserin aut Utilization of lean project management principles and health informatics to reduce operating room delays in a vascular surgery practice 2021 nicht spezifiziert zzz rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Objectives: Perioperative inefficiency can increase cost. We describe a process improvement initiative that addressed preoperative delays on an academic vascular surgery service.Methods: First case vascular surgeries from July 2019–January 2020 were retrospectively reviewed for delays, defined as late arrival to the operating room (OR). A stakeholder group spearheaded by a surgeon-informaticist analyzed this process and implemented a novel electronic medical records (EMR) preoperative tool with improved preoperative workflow and role delegation; results were reviewed for 3 months after implementation.Results: 57% of cases had first case on-time starts with average delay of 19 min. Inappropriate preoperative orders were identified as a dominant delay source (average delay = 38 min). Three months post-implementation, 53% of first cases had on-time starts with average delay of 11 min (P < 0.05). No delays were due to missing orders.Conclusions: Inconsistent preoperative workflows led to inappropriate orders and delays, increasing cost and decreasing quality. A novel EMR tool subsequently reduced delays with projected savings of $1,200/case. Workflow standardization utilizing informatics can increase efficiency, raising the value of surgical care. Perioperative efficiency Perioperative delay Quality improvement Lean management Informatics Tat, Quy verfasserin (orcid)0000-0002-9333-2981 aut O'Brien, Jaime verfasserin aut Shaw, Maxwell verfasserin (orcid)0000-0002-7802-1130 aut Cumbler, Ethan verfasserin aut McPherson, Rachel verfasserin aut de la Cruz, Daniella verfasserin aut Dua, Anahita verfasserin aut Yi, Jeniann A. verfasserin (orcid)0000-0001-8398-6992 aut Enthalten in The American journal of surgery Amsterdam [u.a.] : Elsevier Science, 1926 223, Seite 176-181 Online-Ressource (DE-627)320427757 (DE-600)2003374-6 (DE-576)121465497 1879-1883 nnns volume:223 pages:176-181 GBV_USEFLAG_U SYSFLAG_U GBV_ELV SSG-OLC-PHA GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_224 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2038 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2056 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2336 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4313 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4393 44.65 Chirurgie 44.65 Chirurgie AR 223 176-181 |
allfields_unstemmed |
10.1016/j.amjsurg.2021.07.040 doi (DE-627)ELV00713116X (ELSEVIER)S0002-9610(21)00420-7 DE-627 ger DE-627 rda eng 610 DE-600 44.65 bkl 44.65 bkl Gupta, Ryan verfasserin aut Utilization of lean project management principles and health informatics to reduce operating room delays in a vascular surgery practice 2021 nicht spezifiziert zzz rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Objectives: Perioperative inefficiency can increase cost. We describe a process improvement initiative that addressed preoperative delays on an academic vascular surgery service.Methods: First case vascular surgeries from July 2019–January 2020 were retrospectively reviewed for delays, defined as late arrival to the operating room (OR). A stakeholder group spearheaded by a surgeon-informaticist analyzed this process and implemented a novel electronic medical records (EMR) preoperative tool with improved preoperative workflow and role delegation; results were reviewed for 3 months after implementation.Results: 57% of cases had first case on-time starts with average delay of 19 min. Inappropriate preoperative orders were identified as a dominant delay source (average delay = 38 min). Three months post-implementation, 53% of first cases had on-time starts with average delay of 11 min (P < 0.05). No delays were due to missing orders.Conclusions: Inconsistent preoperative workflows led to inappropriate orders and delays, increasing cost and decreasing quality. A novel EMR tool subsequently reduced delays with projected savings of $1,200/case. Workflow standardization utilizing informatics can increase efficiency, raising the value of surgical care. Perioperative efficiency Perioperative delay Quality improvement Lean management Informatics Tat, Quy verfasserin (orcid)0000-0002-9333-2981 aut O'Brien, Jaime verfasserin aut Shaw, Maxwell verfasserin (orcid)0000-0002-7802-1130 aut Cumbler, Ethan verfasserin aut McPherson, Rachel verfasserin aut de la Cruz, Daniella verfasserin aut Dua, Anahita verfasserin aut Yi, Jeniann A. verfasserin (orcid)0000-0001-8398-6992 aut Enthalten in The American journal of surgery Amsterdam [u.a.] : Elsevier Science, 1926 223, Seite 176-181 Online-Ressource (DE-627)320427757 (DE-600)2003374-6 (DE-576)121465497 1879-1883 nnns volume:223 pages:176-181 GBV_USEFLAG_U SYSFLAG_U GBV_ELV SSG-OLC-PHA GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_224 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2038 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2056 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2336 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4313 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4393 44.65 Chirurgie 44.65 Chirurgie AR 223 176-181 |
allfieldsGer |
10.1016/j.amjsurg.2021.07.040 doi (DE-627)ELV00713116X (ELSEVIER)S0002-9610(21)00420-7 DE-627 ger DE-627 rda eng 610 DE-600 44.65 bkl 44.65 bkl Gupta, Ryan verfasserin aut Utilization of lean project management principles and health informatics to reduce operating room delays in a vascular surgery practice 2021 nicht spezifiziert zzz rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Objectives: Perioperative inefficiency can increase cost. We describe a process improvement initiative that addressed preoperative delays on an academic vascular surgery service.Methods: First case vascular surgeries from July 2019–January 2020 were retrospectively reviewed for delays, defined as late arrival to the operating room (OR). A stakeholder group spearheaded by a surgeon-informaticist analyzed this process and implemented a novel electronic medical records (EMR) preoperative tool with improved preoperative workflow and role delegation; results were reviewed for 3 months after implementation.Results: 57% of cases had first case on-time starts with average delay of 19 min. Inappropriate preoperative orders were identified as a dominant delay source (average delay = 38 min). Three months post-implementation, 53% of first cases had on-time starts with average delay of 11 min (P < 0.05). No delays were due to missing orders.Conclusions: Inconsistent preoperative workflows led to inappropriate orders and delays, increasing cost and decreasing quality. A novel EMR tool subsequently reduced delays with projected savings of $1,200/case. Workflow standardization utilizing informatics can increase efficiency, raising the value of surgical care. Perioperative efficiency Perioperative delay Quality improvement Lean management Informatics Tat, Quy verfasserin (orcid)0000-0002-9333-2981 aut O'Brien, Jaime verfasserin aut Shaw, Maxwell verfasserin (orcid)0000-0002-7802-1130 aut Cumbler, Ethan verfasserin aut McPherson, Rachel verfasserin aut de la Cruz, Daniella verfasserin aut Dua, Anahita verfasserin aut Yi, Jeniann A. verfasserin (orcid)0000-0001-8398-6992 aut Enthalten in The American journal of surgery Amsterdam [u.a.] : Elsevier Science, 1926 223, Seite 176-181 Online-Ressource (DE-627)320427757 (DE-600)2003374-6 (DE-576)121465497 1879-1883 nnns volume:223 pages:176-181 GBV_USEFLAG_U SYSFLAG_U GBV_ELV SSG-OLC-PHA GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_224 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2038 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2056 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2336 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4313 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4393 44.65 Chirurgie 44.65 Chirurgie AR 223 176-181 |
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10.1016/j.amjsurg.2021.07.040 doi (DE-627)ELV00713116X (ELSEVIER)S0002-9610(21)00420-7 DE-627 ger DE-627 rda eng 610 DE-600 44.65 bkl 44.65 bkl Gupta, Ryan verfasserin aut Utilization of lean project management principles and health informatics to reduce operating room delays in a vascular surgery practice 2021 nicht spezifiziert zzz rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Objectives: Perioperative inefficiency can increase cost. We describe a process improvement initiative that addressed preoperative delays on an academic vascular surgery service.Methods: First case vascular surgeries from July 2019–January 2020 were retrospectively reviewed for delays, defined as late arrival to the operating room (OR). A stakeholder group spearheaded by a surgeon-informaticist analyzed this process and implemented a novel electronic medical records (EMR) preoperative tool with improved preoperative workflow and role delegation; results were reviewed for 3 months after implementation.Results: 57% of cases had first case on-time starts with average delay of 19 min. Inappropriate preoperative orders were identified as a dominant delay source (average delay = 38 min). Three months post-implementation, 53% of first cases had on-time starts with average delay of 11 min (P < 0.05). No delays were due to missing orders.Conclusions: Inconsistent preoperative workflows led to inappropriate orders and delays, increasing cost and decreasing quality. A novel EMR tool subsequently reduced delays with projected savings of $1,200/case. Workflow standardization utilizing informatics can increase efficiency, raising the value of surgical care. Perioperative efficiency Perioperative delay Quality improvement Lean management Informatics Tat, Quy verfasserin (orcid)0000-0002-9333-2981 aut O'Brien, Jaime verfasserin aut Shaw, Maxwell verfasserin (orcid)0000-0002-7802-1130 aut Cumbler, Ethan verfasserin aut McPherson, Rachel verfasserin aut de la Cruz, Daniella verfasserin aut Dua, Anahita verfasserin aut Yi, Jeniann A. verfasserin (orcid)0000-0001-8398-6992 aut Enthalten in The American journal of surgery Amsterdam [u.a.] : Elsevier Science, 1926 223, Seite 176-181 Online-Ressource (DE-627)320427757 (DE-600)2003374-6 (DE-576)121465497 1879-1883 nnns volume:223 pages:176-181 GBV_USEFLAG_U SYSFLAG_U GBV_ELV SSG-OLC-PHA GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_224 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2038 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2056 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2336 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4313 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4393 44.65 Chirurgie 44.65 Chirurgie AR 223 176-181 |
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610 DE-600 44.65 bkl Utilization of lean project management principles and health informatics to reduce operating room delays in a vascular surgery practice Perioperative efficiency Perioperative delay Quality improvement Lean management Informatics |
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Utilization of lean project management principles and health informatics to reduce operating room delays in a vascular surgery practice |
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Utilization of lean project management principles and health informatics to reduce operating room delays in a vascular surgery practice |
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Gupta, Ryan Tat, Quy O'Brien, Jaime Shaw, Maxwell Cumbler, Ethan McPherson, Rachel de la Cruz, Daniella Dua, Anahita Yi, Jeniann A. |
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utilization of lean project management principles and health informatics to reduce operating room delays in a vascular surgery practice |
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Utilization of lean project management principles and health informatics to reduce operating room delays in a vascular surgery practice |
abstract |
Objectives: Perioperative inefficiency can increase cost. We describe a process improvement initiative that addressed preoperative delays on an academic vascular surgery service.Methods: First case vascular surgeries from July 2019–January 2020 were retrospectively reviewed for delays, defined as late arrival to the operating room (OR). A stakeholder group spearheaded by a surgeon-informaticist analyzed this process and implemented a novel electronic medical records (EMR) preoperative tool with improved preoperative workflow and role delegation; results were reviewed for 3 months after implementation.Results: 57% of cases had first case on-time starts with average delay of 19 min. Inappropriate preoperative orders were identified as a dominant delay source (average delay = 38 min). Three months post-implementation, 53% of first cases had on-time starts with average delay of 11 min (P < 0.05). No delays were due to missing orders.Conclusions: Inconsistent preoperative workflows led to inappropriate orders and delays, increasing cost and decreasing quality. A novel EMR tool subsequently reduced delays with projected savings of $1,200/case. Workflow standardization utilizing informatics can increase efficiency, raising the value of surgical care. |
abstractGer |
Objectives: Perioperative inefficiency can increase cost. We describe a process improvement initiative that addressed preoperative delays on an academic vascular surgery service.Methods: First case vascular surgeries from July 2019–January 2020 were retrospectively reviewed for delays, defined as late arrival to the operating room (OR). A stakeholder group spearheaded by a surgeon-informaticist analyzed this process and implemented a novel electronic medical records (EMR) preoperative tool with improved preoperative workflow and role delegation; results were reviewed for 3 months after implementation.Results: 57% of cases had first case on-time starts with average delay of 19 min. Inappropriate preoperative orders were identified as a dominant delay source (average delay = 38 min). Three months post-implementation, 53% of first cases had on-time starts with average delay of 11 min (P < 0.05). No delays were due to missing orders.Conclusions: Inconsistent preoperative workflows led to inappropriate orders and delays, increasing cost and decreasing quality. A novel EMR tool subsequently reduced delays with projected savings of $1,200/case. Workflow standardization utilizing informatics can increase efficiency, raising the value of surgical care. |
abstract_unstemmed |
Objectives: Perioperative inefficiency can increase cost. We describe a process improvement initiative that addressed preoperative delays on an academic vascular surgery service.Methods: First case vascular surgeries from July 2019–January 2020 were retrospectively reviewed for delays, defined as late arrival to the operating room (OR). A stakeholder group spearheaded by a surgeon-informaticist analyzed this process and implemented a novel electronic medical records (EMR) preoperative tool with improved preoperative workflow and role delegation; results were reviewed for 3 months after implementation.Results: 57% of cases had first case on-time starts with average delay of 19 min. Inappropriate preoperative orders were identified as a dominant delay source (average delay = 38 min). Three months post-implementation, 53% of first cases had on-time starts with average delay of 11 min (P < 0.05). No delays were due to missing orders.Conclusions: Inconsistent preoperative workflows led to inappropriate orders and delays, increasing cost and decreasing quality. A novel EMR tool subsequently reduced delays with projected savings of $1,200/case. Workflow standardization utilizing informatics can increase efficiency, raising the value of surgical care. |
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Utilization of lean project management principles and health informatics to reduce operating room delays in a vascular surgery practice |
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Tat, Quy O'Brien, Jaime Shaw, Maxwell Cumbler, Ethan McPherson, Rachel de la Cruz, Daniella Dua, Anahita Yi, Jeniann A. |
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