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
Gespeichert in:
| 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 |
|---|
| 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 |
| 264 | 1 | |c 2021 | |
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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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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 |
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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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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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Gupta, Ryan |
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Gupta, Ryan ddc 610 bkl 44.65 misc Perioperative efficiency misc Perioperative delay misc Quality improvement misc Lean management misc Informatics Utilization of lean project management principles and health informatics to reduce operating room delays in a vascular surgery practice |
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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 |
| 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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