• Comprehensive Operating Room Management Consulting Services . . .

    . . . include surgery process and system assessment, cost manage-
    ment, facility evaluation and design, surgery information and bench-
    marking analyses, operating room schedule planning and administration and interim contract management.
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  • Experience Matters.

    SMI Group brings over 60 years experience to clients coast to coast. We can successfully assist you in every phase of the surgery process, including improving relationships between staff, surgeons & referring physicians. We deliver marketable, cost-efficient programs with the latest technology and techniques.
    Missing a deadline can be costly.
  • Answers. Coast-to-Coast

    Word of our success gets around – and so do we! SMI Group is proud of it's track record, literally from coast-to-coast. Regardless of where you are in North America, let SMI Group demonstrate how we can improve your hospital operation and bottom line.
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  • Let's sit down & discuss how SMI Group can help.

    Give us a call and let's talk about your hospital and operating room issues. We'll crunch some numbers and start your plan.
    Don't put it off another day.
    Call 734-327-4000 and talk with Sue.
    Let's sit down & discuss how Surgery Management Improvement Group can help
  • Succession Planning for the Operating Room

    SMI Group provides the tools and assistance to plan the management succession for your operating room. Our process identifies key roles, management capabilities of existing staff, and cultivates qualified internal candidates to become tomorrow's perioperative leaders.
    Let's talk about your financial future


Join the growing list of SMI Group Success Stories

The First Six Months

This presentation was prepared by the OR Director of a suburban Chicago client summarizing the status of implementation teams' efforts six months after the SMI Group completed its analysis & recommendations. The SMI Group assisted the client during these initial six months of implementation. The client is currently continuing improvement without our direct involvement.

Oversight Committee

  • Membership representing broad range of surgical specialties
  • Charter agreed upon by all members
  • Monthly meetings to approve work of design teams
  • Report outcomes and changes to Department of Surgery

Scheduling Design Team


  • Reviewed and audited surgery info system
  • Developed scheduling protocols
  • Identified scheduling trends and associated staffing needs
  • Modified first come first serve access plan
  • Defined start times for first cases of the day
  • Role clarification to improve communication


  • Increased efficiency of IS coordinator for a savings of $2200 per year
  • Identified improved staffing plan leading to decreased overtime for a savings of $14,000 per year and increased employee satisfaction to leave work on time.
  • Percent of first cases in OR within 5 minutes of schedule improved from 29% to 53%

Pre-Anesthesia Screening Design Team


  • Created new surgery scheduling form to eliminate error, identify special testing and equipment needs.
  • Anesthesia developed screening, testing and evaluation protocol to provide consistency, avoid unnecessary testing and decrease cancellation rate on the day of surgery
  • Marketing strategy development
  • Chart compilation process redesign


  • Reduced cancellation rate on the day of surgery to 1% in April, saving us from $28,545 a month in lost revenue when OR stays empty. Annual $342,540
  • Reduction in amount of PT and PTT testing will reap a savings of $28,400 in unnecessary testing

Patient Flow Design Team


  • Improved aspects of preoperative patient preparation and documentation
  • New process – PACU nurse to visit uni
  • ts and mentor patient preparation for surgery
  • Mapped patient flow through entire process
  • Trial of increased support staff in the OR


  • Decreased turnover time from 23 minutes to 12.3 minutes
  • Additional time increases available OR time by 2.5 hours a day allowing at least 1 additional case per day
  • Increased staff satisfaction-feedback from professional and support staff was very positive

Instrument Processing Design Team


  • Space issues improved
  • Preference cards revised
  • Creation of stock cart in OR
  • Service level agreement in place between OR and SPD
  • Loaner tray policy in place
  • Surgical packs moved to OR
  • Additional workstation added to SPD
  • Vertical storage purchased for instruments


  • Decreased hours of re-shelving by 50%, saving 2.5 hours a day
  • Updated preference cards is a win for both staff and surgeon, keeping the circulating nurse in the OR not running for supplies. It also gives us consistency in our standard of care to the patients.
  • Savings of $6000 annually from spacing out our trays and packs and the reduction in damage from holes and tears.
  • The additional workstation increases efficiency during the peak hours of tray assembly
  • Increased efficiency and additional workstation lowered FTE by 0.5
  • Vertical storage reduces damage to instruments saving $4200 annually (average of 1 instrument at $350 getting caught and bent in the drawer per month).
  • Collaboration with Materials Management has decreased our surgical pack inventory by $6386.