SMI Group - Client Portfolio
Surgery Management Improvement Group brings over 20 years experience at over 450 customer sites. As a result we can successfully assist you in every phase of the surgery process including improving relationships between hospital staff and surgeons & more.
Hospital Management Solutions
SMI Group brings you experienced, dedicated clinical and business professionals who care about your hospital management. We will craft a winning strategy to successfully implement change for your organization.
SMI Group Consultant Staff
Our consultants are seasoned professionals with perioperative clinical, surgery business, sterile processing & high-level management experience with a combined total of sixty years of experience as hospital management consultants.
Surgery Consulting Services
More than half of a hospital's revenue is generated by its surgery center operations. Therefore, hospital administration must continually evaluate the delivery of its operating room services for efficiency and effectiveness.
Ambulatory Surgery Center & Program Development
SMI Group provides hospital and surgery center consulting services that provide ambulatory surgery program development & management solutions.
Hospital Case Management Solutions
Surgery Management Consulting Group improves hospital case management and operating room efficiency through effective operating room scheduling and planning
Materials Management in the Operating Room
In-depth analysis of Operating Room Materials Management processes to identify opportunities for both cost effectiveness and increased support to the overall surgery program.
Cost Reduction Tip #1
Don't take on too much at once! Start with custom packs and examine how much of what is included is utilized on every single case - eliminate items used less than 90% of the time.
Cost Reduction Tip #2
Assistance with the identification of physician practice difference can often be obtained from your high-volume sales representatives. Don't be afraid to request their help!
Cost Reduction Tip #3
Inventory Reduction: The key is using Business Data vs. an exclusively Clinical (and fear) Based Approach to Establishing Appropriate On-Hand Inventory Levels.
Case Volumes Increased by 5.1%
SMI Group facilitates several surgery program improvement teams focused on scheduling, patient flow & materials management. During the eight months since the project was initiated, case volumes have increased by 5.3%.
Medical Center Achieves $2.5M Financial Benefit
By improving operational efficiency to allow for the additional case volume and implementing an expense management program, the potential for over $7,000,000 in combined financial benefit was identified.
Sterile Processing at Four Facilities
SMI Group responded to these four hospitals' needs to improve central sterile processing operations to meet clinical and regulatory standards by reviewing their current programs and processes.
New Orleans Medical Center
As part of a consulting engagement focused on surgery program operational effectiveness, SMI Group's consultant assisted this hospital in identifying and implementing nearly $1.4 million in savings related to sterile processing and materials management.
New Orleans Medical Center
As part of a consulting engagement focused on surgery program operational effectiveness, SMI Group's consultant assisted this hospital in identifying and implementing nearly $1.4 million in savings related to sterile processing and materials management.
Medical Associations
Surgery Management Improvement Group offers an extensive library of medical, operating room, and other related clinical management and related online links and resources.
Medical References
Surgery Management Improvement Group offers an extensive library of medical, operating room, and other related clinical management and related online links and resources.
Materials Management in the Operating Room
In-depth analysis of Operating Room Materials Management processes to identify opportunities for both cost effectiveness and increased support to the overall surgery program.
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Operating Room Scheduling
Improving OR Resource Utilization
Scheduling System Optimization
Scheduling Affects the Entire Organization
The "optimal" design of an OR scheduling process is in many instances significantly different, depending on whether you are a:
- Surgeon
- Anesthesiologist
- Operating Room Nurse
- Administrator
Ideal Scheduling Program for Surgeons
"Just have my own operating room, staff, equipment, and an anesthesiologist available 5 days a week whenever I want."
OR Program Balance
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Symptoms of an "Out of Balance" Schedule
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Effective Surgery Scheduling Requires Two Distinct Efforts:
Schedule Planning Process
Key Components of Schedule Planning
- Coverage Plans Balanced with Surgical Demand
- Variable OR Room Access (set aside time to accommodate historical add-ons w/o disrupting elective schedule)
- Maintenance of Correct Materials Requirements (accurate preference cards)
- Accurate Case Duration Estimates
- Knowledgeable and Accessible Scheduler(s)
- Policies and Guidelines for Assigning and Re-Allocating Block Time
- OR Committee as Governance/Oversight Body
Elements of a Block Management Policy
- Block Times (defined by hour-of-day)
- Scheduling Block Time (process for booking into one's block time)
- Block Time Allocation (how blocks are requested and assigned)
- Required Utilization Target (for block holders to retain time)
- Measurement & Reporting Frequency (of block utilization)
- Measurement Formula (how is block utilization to be computed)
- Block Release (when should unused time be made available for others' use)
- Automatic
- Voluntary
- Requesting Block (the process for new surgeons to gain guaranteed access to the schedule)
Data Needs for Initiating Blocks
Data Needs for Determining Block Release Time
Example Block Scheduling Model
Elements of a Schedule Planning Policy
- Scheduling Goals
- General Scheduling Definitions
- Schedule Start time
- Turnover time
- OR Access Plan (number of ORs available by time of day and day of week for block elective, first come-first serve elective, and urgent/emergent use)
- Scheduling practices
- First case start time
- Scheduling office hours of operation and after hours scheduling
- "Closing" the schedule
- Information requirements when booking a patient for surgery
Elements of a Schedule Administration Policy
- The responsibility for running of the daily schedule
- Order of elective cases (guidelines and who is responsible for establishing and when)
- Case "on time" definitions
- Delay classification (how will "delays" be categorized, by whom)
- Delay sanctions (surgeons, nurses, anesthesia providers)
- Flip-flopping protocols
- Staff assignments (who will make case assignments, using what criteria, when will assignments be known)
- Bumping Protocol (urgent/emergent accommodation of add-ons)
Decreasing TOTAL Turnaround Time
- Automatic
- Voluntary
- Schedule Start time
- Turnover time
SMI Group, Inc. P.O. BOX 7590 Ann Arbor, MI 48107-7590 734-327-4000 |
