OR Manager - April 2019 - 5

Editorial
sicians at Stanford University School
of Medicine in Stanford, California,
who developed an algorithm to analyze
scheduling delays and find solutions
( " START Makes a Good Case for Greater
Scheduling Accuracy, " June 2017, 1519;
https://www.ormanager.com/startmakes-good-case-greater-scheduling-accuracy/).
START stands for Scheduled
procedure analysis, Time stamp assessment,
Actual procedure analysis, Review
of algorithm, and Timely feedback and
continuous improvement.
With the variety of procedures and
large number of surgeons on staff at
most hospitals, historical data aren't
necessarily the best predictors of case
duration, the authors say. Instead, they
advocate recognizing when the actual
procedure performed differs from the
scheduled procedure, and updating the
descriptor of the surgery so that data
will be accurate for future scheduling.
Staff scheduling is another major
challenge in many ORs, and transitioning
from a manual to an electronic system
can be overwhelming. OR leaders
from Geisinger Health System in Danville,
Pennsylvania, share their journey
in " Electronic Scheduling System Radically
Improves OR Workflow " (August
2017, 25-27; https://www.ormanager.
com/electronic-scheduling-systemradically-improves-or-workflow/).
They
describe the advantages of the new
system and the hurdles they overcame
to get staff on board with the changes.
" This project was internally driven
and executed by Geisinger employees
with relatively small capital expense, "
they say. " Adopting an electronic staff
assignment system not only has revolutionized
the daily workflow at [Geisinger]
but also continues to bridge communication
gaps and enhance patient
care across all groups of staff and geographic
locations in our surgical suite. "
Culture
Several Success Stories from 2018
focus on improving culture and morale in
the OR-notably, the three-part series,
ADVISORY BOARD
Kathryn Adamson, MBA, RN, Independent
Consultant, Salt Lake City, UT
Amy L. Bethel, MPA, RN, NE-BC,
Clinical Professional Development,
UnityPoint Health, Des Moines, IA
Mark E. Bruley, CCE, FACCE,
EIT, Vice President Emeritus,
Accident & Forensic Investigation,
ECRI Institute, Plymouth Meeting, PA
Michael A. Hofmann, BSN, RN,
Regional Director of Perioperative
Services, Ascension NE Wisconsin St
Elizabeth Hospital/Fox Valley Region,
Appleton, WI
Natasha Luster, MSN, RN, CNOR, Nurse
Manager, Surgical Services, Premier
Health-Miami Valley Hospital, Dayton, OH
Casey Orth-Nebitt, BSN, RN, Director of
Surgery, Buena Vista Regional Medical
Center, Storm Lake, IA
Kaye Reiter, MSN, RN, NE-BC, Regional Vice
President, Surgical Services, University
of Colorado Hospital, UC Health Metro
Denver, Denver CO
John Rosing, MHA, FACHE, Executive Vice
President and Principal, Patton Healthcare
Consulting, Naperville, IL
Patricia C Seifert, MSN, RN, CNOR, FAAN
Independent Cardiac Consultant, Falls
Church, VA
Diane Skorupski, MS, RN, CNOR, NE-BC,
Vice President, Surgical Services,
Tampa General Hospital, Tampa, FL
Dawn Vocke, MSN, MBA, RN, CNOR,
Clinical Director, Surgical Service,
UPMC St Margaret, Pittsburgh, PA
David E. Young, MD, Medical Director,
Preanesthesia Testing, Advocate Lutheran
General Hospital, Chicago, IL
" Pledge Makes Positive Culture a Priority
in the OR " (March 2018, 19-21, 27;
https://www.ormanager.com/pledgemakes-positive-culture-priority-part-1/;
April
2018, 19-22; https://www.ormanager.com/pledge-makes-positive-culture-priority-part-2/;
May 2018, 25-27;
https://www.ormanager.com/pledgemakes-positive-culture-priority-part-3/).
These
articles describe a remarkable
transformation at Midland Memorial
Hospital in Midland, Texas, that turned
a negative workplace into a positive one
and built a culture of ownership.
Employees made pledges to eliminate
toxic emotional negativity from
the workplace and take responsibility
for their lives, and they participated in
a 2-day course that taught them " The
Twelve Core Action Values. " The authors
say that completing that course
had the biggest impact on the success
of their culture of ownership initiative.
What's your story?
OR Manager welcomes contributed articles
because we know readers appreciate
information on how their colleagues
are managing the daily challenges of
the OR, regardless of level of experience
or facility size. To submit an article,
visit https://www.ormanager.com/
contribute-to-or-manager/. ✥
-Elizabeth Wood
STAY AHEAD OF THE
CURVE
Artificial intelligence (AI) may be
coming to your OR sooner than
you think. Watch for our upcoming
series that will explore how AI is
being used for training, practice
change, improving clinical outcomes,
and much more. We'll also
delve into the legal, ethical, and
regulatory ramifications of AI
and discuss questions OR leaders
should ask when considering a
product market as having AI.
www.ormanager.com
OR Manager | April 2019
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OR Manager - April 2019

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