This site is not optimized for Internet Explorer 8 (or older).

Please upgrade to a newer version of Internet Explorer or use an alternate browser such as Chrome or Firefox.

Improving Operating Room Turnover Time in a New York City Academic Hospital via Lean

Thursday, April 11, 2019

Submitted by


Source Name: The Annals of Thoracic Surgery


Robert J. Cerfolio, Dana Ferrari-Light, Christine Ren-Fielding, George Fielding, Nissa Perry, Annette Rabinovich, Mark Saraceni, Maureen Fitzpatrick, Sudheer Jain, H. Leon Pachter

Cerfolio and colleagues applied lean and value stream mapping to operating room teams at their academic health center, creating a pilot approach to achieve more efficient operating room turnover. Importantly, a multidisciplinary group of stakeholders who contribute to operating room turnover—from surgeons and anesthesiologists, to nurses, elevator operators, housekeeping staff, infectious disease specialists, and hospital administrators—contributed to reviewing and streamlining the process. By eliminating nonvalued steps and performing other steps synchronously rather than sequentially, among other changes, median operating room turnover time was reduced from 37 minutes (range, 26 - 167 minutes) to 14 minutes (range, 10 - 45 minutes).

Add comment

Log in or register to post comments