Physician Engagement in Improving Operative Supply Chain Efficiency Through Review of Surgeon Preference Cards

Harvey, L.; Smith, Katherine; Curlin, H.

doi:10.1016/j.jmig.2017.06.018

Cited by 25 publications

(18 citation statements)

References 11 publications

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“…First, the improvement of data quality 136. Second health system efficiency21,63,141 that leads to cost reduction,1,3,57,78,82,91,106,109,129,135,141,142 and improved service provision 28. Third is innovation23 and fourth is job satisfaction.…”

Section: Resultsmentioning

confidence: 99%

<p>Physician engagement: a concept analysis</p>

Perreira¹,

Perrier²,

Prokopy³

et al. 2019

JHL

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The term “physician engagement” is used quite frequently, yet it remains poorly defined and measured. The aim of this study is to clarify the term “physician engagement.” This study used an eight step-method for conducting concept analyses created by Walker and Avant. MEDLINE, EMBASE, and the Cochrane Central Register of Controlled Trials were searched on February 14, 2019. No limitations were put on the searches with regard to year or language. Results identify that the term “physician engagement” is regular participation of physicians in (1) deciding how their work is done, (2) making suggestions for improvement, (3) goal setting, (4) planning, and (5) monitoring of their performance in activities targeted at the micro (patient), meso (organization), and/or macro (health system) levels. The antecedents of “physician engagement” include accountability, communication, incentives, interpersonal relations, and opportunity. The results include improved outcomes such as data quality, efficiency, innovation, job satisfaction, patient satisfaction, and performance. Defining physician engagement enables physicians and health care administrators to better appreciate and more accurately measure engagement and understand how to better engage physicians.

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Section: Resultsmentioning

confidence: 99%

<p>Physician engagement: a concept analysis</p>

Perreira¹,

Perrier²,

Prokopy³

et al. 2019

JHL

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“…We found that there were multiple factors contributing to cost waste at our institution: outdated preference cards, high turnovers between circulating and scrub staff, and confusion by new trainees. Surgeons are commonly unaware of preference card maintenance, 2 especially since the installation of Team Strategies & Tools to Enhance Performance & Patient Safety (TeamSTEPPS) in our OR protocol. 3 Team-STEPPS is a propriety commercial program used for OR efficiency.…”

Section: Discussionmentioning

confidence: 99%

Evaluation of Operative Waste in a Military Medical Center: Analysis of Operating Room Cost and Waste during Surgical Cases

Rose

Modlin

Ciampa

et al. 2019

The American Surgeon™

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Operating rooms (ORs) contribute to at least 40 per cent of hospital costs. There is an existing cost waste in ORs for surgical devices that are opened without being used. There is a paucity of data evaluating the hospital cost of opened but unused OR supplies. The goal of this observational study is to examine the cost of opened but unused OR supplies for general surgery cases. We performed a quality improvement project of OR cost waste by observing 30 cases. Surgical cases of a senior surgeon who had been at the institution for more than five years were evaluated for items opened appropriately and whether the items are used. The cases evaluated ranged from open hernia repairs to robotic-assisted hernia repairs. We found that the cost of instruments opened but not used was $4528.18. Of the cases evaluated, we found that a range of 0 per cent to 27 per cent of total items were wasted, an average of 8.3 per cent. We found that for the open inguinal hernia case, there was minimal waste. The highest waste was among complex cases such as the robotic-assisted inguinal hernia with an average waste and cost of 15.8 per cent and $379. We found that on average for less complex cases such as open inguinal hernia repairs, $1.44 was potentially wasted per case, whereas for more complex cases up to $379 was wasted per case. We identified the outdated preference cards, lack of instrument knowledge, circulating nurse, and surgical technician distractions as reasons for contributing to waste.

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“…The most widely used technique in STR studies based on EA was the CL, followed by focus groups (FG), OBS and standardization (STD). FG were an important means to motivate multidisciplinary groups to analyze ST rationalization through observation of actual instrument usage, reviewing preference cards, creating educational programs to minimize waste and assessing team motivation after implementation [15,21,[50][51][52]. The indicator utilization rate was used by several authors (e.g.…”

Section: Charting the Datamentioning

confidence: 99%

“…Improvements in (iii) are related to purchasing of new or replacement instruments. Manufacturers usually recommend replacement or maintenance of instruments after a given number of sterilization cycles [51]; therefore, reduction in the number of cycles may lead to signi cant savings [65,51]. yielding another score that may be used to rank techniques regarding their combined operational and economic reported improvements.…”

Section: Charting the Datamentioning

confidence: 99%

Approaches to the rationalization of surgical instrument trays: Scoping review and research agenda

Santos

Fogliatto

Zani

et al. 2020

Preprint

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Background Surgical Tray Rationalization (STR) consists of a systematic reduction in the quantity of surgical instruments to perform specific procedures without compromising patient safety, while reducing losses in the sterilization and assembly of trays. STR is one example of initiatives to improve process performance that have been widely reported in industrial settings, but only recently have gained popularity in healthcare organizations. Methods We conduct a scoping review of the literature aiming at identifying and mapping available evidence on the topic of surgical tray management. Five methodological stages are implemented and reported; they are: identifying research questions, identifying relevant studies, study selection, charting the data, and collating, summarizing and reporting the results. Results We reviewed forty-eight articles on STR, which were grouped according to their main proposed approaches: expert analysis, lean practices, and mathematical programming. We identify the most frequently used techniques within each approach and point to their potential contributions to operational and economic dimensions of STR. We also consolidate our findings proposing a roadmap to STR, with four generic steps (prepare, rationalize, implement, and consolidate) and recommended associated techniques. Conclusions To the best of our knowledge, ours is the first study that reviews and systematizes the existing literature on the subject of STR. Our study closes with the proposition of directions for future research, which are presented as nine research questions associated with the four generic steps proposed in the STR roadmap.

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Physician Engagement in Improving Operative Supply Chain Efficiency Through Review of Surgeon Preference Cards

Cited by 25 publications

References 11 publications

<p>Physician engagement: a concept analysis</p>

<p>Physician engagement: a concept analysis</p>

Evaluation of Operative Waste in a Military Medical Center: Analysis of Operating Room Cost and Waste during Surgical Cases

Approaches to the rationalization of surgical instrument trays: Scoping review and research agenda

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