Summary Status of Client Six Months After SMI Group Analysis & Recommendations
Summary Status of Client Six Months After SMI Group Analysis & Recommendations

Suburban Chicago SMI Group Client Plan Implementation Case Study

Volumes Increased by 5.1% in Eight Months

Suburban Chicago SMI Group Client Plan Implementation Case Study

Volumes Increased by 5.1% in Eight Months

The assessment conducted at this medical center revealed the opportunity to increase market share by 17% by strategically positioning the surgery program within targeted services, expanding the geographical region of its targeted patient population, developing the ambulatory surgery program, and improving operational effectiveness.

The First Six Months

This case study 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 direct SMI Group 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.
Why Choose Surgery Management Improvement (SMI) Group?

Why Choose Surgery Management Improvement (SMI) Group?

The SMI Group’s Principals have worked as senior level executives and vice presidents of hospital management consulting firms including Chi Systems, DJ Sullivan & Associates, and Johnson & Johnson Healthcare Systems Inc.

  • 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.
  • The Principals and Founders of the Surgery Management Improvement Group share a combined total of seventy years of experience as hospital management CONSULTANTS.
  • All our consultants are seasoned professionals with perioperative clinical, surgery business, sterile processing, and high-level management experience.
Why Choose Surgery Management Improvement (SMI) Group?
Surgery Management Improvement Group - Operating Room Scheduling Management

Operating Room Scheduling Management

Operating room planning is a complex task where numerous resources must be synchronized in order to achieve efficiency. Surgeon availability, operating team scheduling, patient related information (i.e. estimated operating time, priority and diagnosis), equipment, and support resources must all be carefully orchestrated.

Surgery Management Improvement Group - Anesthesiology Program Consulting

Anesthesiology Program Consulting

A well-defined, coordinated anesthesiology program is essential to a cost and operationally effective, marketable operating room. Areas of evaluation and development expertise include: Program Evaluation and Design, Anesthesiologist/CRNA/ Resident Care Team Process Evaluation, Surgeon Nursing Interrelationship

Surgery Management Improvement Group - Succession Planning for the Operating Room

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Use our tools and assistance to plan your operating room management succession. Our process identifies key roles, the management capabilities of existing staff, and cultivates qualified internal candidates to become superior leaders for tomorrow’s perioperative environment.

Surgery Management Improvement Group - Ambulatory Surgery Center Program Development

Ambulatory Surgery Center Program Development

SMI Group provides hospital and surgery center consulting services that provide ambulatory surgery program development & management solutions. We help you retain & grow Ambulatory Market Share while improving expected surgery outcomes.