May 31, 2018
A common challenge for OR Directors and Managers is how to meet productivity targets and volume growth while also providing the capability to meet urgent and emergent needs.
You can find balance among these competing objectives by:
Developing and supporting balanced governance structures and establishing multi-level program objectives.
Providing meaningful analytics that incorporate demand by service, block utilization, elective versus urgent/emergent and growth targets / opportunities - and aligning resources accordingly.
Setting up the guidelines for ongoing review and adjustment of perioperative resources for ongoing management of objectives.
Are you working to optimize your surgery scheduling program? Sullivan Healthcare Consulting can help. Contact our team below.
Accomplishing the Impossible: Defining Productivity Targets
January 23, 2018
Sullivan at a Midwestern Hospital
December 1, 2016
Perioperative Staffing Optimization
June 27, 2018
Working Towards 0% Preventable Delays in Surgical Services
December 9, 2019
Presurgical Evaluation Case Study: Improving Presurgical Evaluation to Optimize the Daily Schedule
November 18, 2019
Optimizing Surgical Resources for Increased Operating Room Performance
November 7, 2019
Chasing Turnover and Winning
October 15, 2019
Cleaning Surgical Instruments
Immediate-Use Steam Sterilization (
Minimizing Delays in Surgical Services
OR Manager Conference
OR Turnover Time
Perioperative Governance Team
Point of Use
Sterile Processing Department
Surgical Supply Chain