Improving operating room turnover time through process redesign
Kevan Wright, BSN, RN
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Introduction: Operating room (OR) turnover time can be defined as the time from when one patient leaves the operating suite, to the time the next patient enters the operating suite (Cerfolio et al. 2019). This is also known as “wheels out to wheels in.” Operating room turnover time is one way efficiency is measured. The current turnover times are just meeting the designated benchmark of 30 minutes. Currently there is no official policy or guideline regarding the turnover process. The lack of guidelines causes variability and leads to prolonged turnover times. The goal of this project was to reduce turnover time and to utilize the strategies deployed to formulate an official policy to guide the turnover process.
Methods: Average turnover times for general surgery for the previous three months were analyzed retrospectively. This quality improvement project aimed to reduce turnover times by eliminating inefficiencies, removing redundant tasks, designating specific team member roles, and standardizing the process. This was accomplished through parallel processing.
Results: The post-intervention analysis showed a statistically significant reduction in the average turnover time over the span of 100 operating room turnovers. Average turnover time went from 28 minutes to 26.5 minutes.
Conclusion: Turnover time can be improved through process redesign. Designated roles and parallel processing has broad implications to improve turnover time. Staff members must trust one another to complete their designated tasks. The framework used can be adopted to other settings.
|Type||DNP Capstone Project|
|Review Type||None: Degree-based Submission|
|Evidence Level||Quality Improvement|
|Research Approach||Quantitative Research|
Improving Turnover Times;
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