OR Manager - April 2019 - 6

OR Business Management Conference
ORBMC
Continued from page 1
and supply chain. This can be done
whether or not you have a business
manager at your hospital, " she notes.
As a clinician, Willsey says, she
found the conference provided great
examples of how to collaborate with finance
on staffing, capital, consignment,
implant, and supply budgets to reduce
costs and improve efficiency. She told
OR Manager she plans to return.
For anyone who wasn't able to attend,
here's some of what you missed.
Off to a good start
This year, two preconference workshops
expanded the total number of
contact hours available and enriched
the overall conference experience.
" CSSM® Exam Prep " provided a
half-day tutorial on how to prepare for
the Certified Surgical Services Manager
(CSSM) exam given by the Competency
& Credentialing Institute (CCI)
in Denver. CSSM certification validates
the achievement of the baccalaureateprepared
manager who demonstrates
proficiency as a leader in the perioperative
setting. This workshop conferred
6 contact hours of continuing nursing
education for individuals looking to advance
in their careers.
" Slice and Dice Data to Improve Patient
Outcomes " connected the dots
between organizational structure, people,
and process, demonstrating how
alignment of those elements drives patient
outcomes. A team from Mercy
Hospital, headquartered in St Louis,
Missouri, explained the differences between
different types of data and how
they inform management of patients:
* descriptive analytics (what happened
in the past)
* predictive analytics (what's likely to
happen)
* prescriptive analytics (what actions
to take).
6
OR Manager | April 2019
Asking the right questions is the secret
to successful data analysis, said David
A. Wyatt, PhD, RN, NEA-BC, CNOR, of
Vanderbilt University Medical Center in
his opening keynote address.
Perioperative innovation was the
theme of a forward-looking keynote
by Judith Pins, MBA, RN, president of
Pfiedler Education.
Michael Karl (left), mentalist and author of Influence Your Audience, involved the
audience in clever perception exercises during his keynote: Thinking Outside the
Box: Seeing What's Possible.
Along with this, they described a
" now-near-far " concept, using multiple
stages of surgical patient care to
distinguish between how that care is
currently delivered vs how it may be
done in the near future vs longer term,
when technology may provide solutions
that don't currently exist.
Mercy uses an SPPSA model for analyzing
needs and changing processes:
Structure-set up the structure to
enhance optimization
People-engage with people to ensure
the work is understood and considerate
of all aspects
Process-align the process to support
how people will execute
Solutions-adopt solutions that reinforce
the process and establish sustainability
Accountability-establish
clear expectations
for delivery.
Attendees were given an opportunity
in small groups to try to apply this
model to problems in their facilities.
Continued on page 8
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