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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Rapid Operating Room Turnover
Improving Surgeons' Personal Productivity
What do we mean by "Turnaround" Time?
- For Nurses, Turnaround Time usually means from one patient leaving the Operating Room to the next patient entering the OR
- For Anesthesiologists, Turnaround Time usually means from the time a patient is transported to PACU and given report to the next patient's anesthetic induction
- For Surgeons, Turnaround Time means from the closure of one patient's surgical wound to the next patient's incision
- While all these definitions are correct from the perspectives of the different clinicians, the one we will work with in this Module is that of the surgeon
Why such an emphasis on Turnaround (Turnover) Time?
- Turnover Time represents lost revenue-generating opportunity for the Surgeon as well as the Hospital and Anesthesiologist.
- Once in practice, the only thing physicians are really selling is their time…..
- and hospitals can be notorious about wasting physicians' time!
- Improving Turnover Time is a major opportunity to increase the clinicians' personal productivity and optimize hospitals' income.
Typical Turnaround Process
- Activities are performed sequentially
- Nursing brings previously completed case instruments to decontamination area, then
- Picks instruments/supplies for next case, then
- Nursing completes room set up, then
- Anesthesia visits patient in Pre-op Holding, then
- Patient is transported into OR, etc., etc.
- Rather than in parallel
Improved Turnaround Process
Improved Turnaround Time - Impact
Between current time and benchmark potential can yield significant opportunities for increased business as well as physician satisfaction.
Inpatient Case Time Analysis (Minutes)
Potential Impact on Increased Business
- Potential Savings: 1,581 hours/year
- Potential Added Cases/Year: 543 cases
Potential Impact on OR Availability
- Equivalent Rooms: 1.10
- Rooms that could accommodate additional volume
How Can We Improve Our Turnover Time?
- The "secret" to improving turnover time is to create a Case Process Map - a definition for all the "actors" on the Operating Room stage of who should be doing what, and when.
- Creating a multidisciplinary team (OR staff, Surgeons, Anesthesia Providers) to clearly identify roles during case set-up and break-down and to determine which activities may safely be conducted simultaneously.
- Adherence to that Case Process Map by all clinicians on all cases.
Shared Definition of "Start" Time
Example Case Process Map
Efficiencies to Consider Incorporating into Case Process Map
- Discontinue full body draping for minor procedures performed on head/neck and/or limb
- Create smaller instrument sets for minor procedures
- Discontinue between-case mopping on "bloodless" cases
- Standardize instrument sets (e.g., limited "doctor-specific" trays)
- Regularly review instrument trays' contents to eliminate seldom/never used items
- Leave instruments in their trays on the back table (Instrumentation requires a significant labor time when laid out individually)
- Regularly review pack contents and preference cards eliminating never used items to facilitate back table management, decrease set up and tear down times and promote cost containment.
- Assign ancillary personnel to assist with:
- room cleaning
- patient positioning, catheterization, tourniquet placement, skin prep, limb holding, etc.
- specialized equipment hook ups and disconnects
- picking supplies/instruments for following cases while current case underway
- anesthesia equipment set up
- Minimize documentation time. Collapse and combine as many chart documents as possible. Create an integrated perioperative record for pre-, intra-, and postoperative documentation.
Decreasing TOTAL Turnaround Time
- and hospitals can be notorious about wasting physicians' time!
- Nursing brings previously completed case instruments to decontamination area, then
- Picks instruments/supplies for next case, then
- Nursing completes room set up, then
- Anesthesia visits patient in Pre-op Holding, then
- Patient is transported into OR, etc., etc.
Between current time and benchmark potential can yield significant opportunities for increased business as well as physician satisfaction.Inpatient Case Time Analysis (Minutes) |
- room cleaning
- patient positioning, catheterization, tourniquet placement, skin prep, limb holding, etc.
- specialized equipment hook ups and disconnects
- picking supplies/instruments for following cases while current case underway
- anesthesia equipment set up
Decreasing TOTAL Turnaround Time
SMI Group, Inc. P.O. BOX 7590 Ann Arbor, MI 48107-7590 734-327-4000 |
