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OR Workflow

  1. Riley R, Manias E. Governing time in operating rooms. Journal of Clinical Nursing 2006; 15:546-5532
  2. Macario A. Are your hospital operating rooms "efficient"? A scoring system with eight performance indicators. Anesthesiology 2006 August;105(2):237-40
  3. Plsek P. Innovative thinking for the improvement of medical systems. Ann Intern Med 1999 September 21;131(6):438-44
  4. Pronovost P, Holzmueller CG, Needham DM et al. How will we know patients are safer? An organization-wide approach to measuring and improving safety. Crit Care Med 2006 July;34(7):1988-95
  5. Spear, SJ. Fixing healthcare from inside, today. Harvard Business Review. September 2005
  6. Basson MD, Butler TW, Verma H. Predicting patient nonappearance for surgery as a scheduling strategy to optimize operating room utilization in a Veterans' Administration hospital. Anesthesiology 104; 826-834, 2006
  7. Correll DJ, Bader AM, Hull MW, Hsu C, Tsen LC, Hepner DL. Value of preoperative clinic visits in identifying issues with potential impact on operating room efficiency. Anesthesiology 105: 1254-1259, 2006
  8. Ferschl MB, Tung A, Sweitzer B, Huo D, Glick DB. Preoperative clinic visits reduce operating room cancellations and delays. Anesthesiology 103: 855-859, 2005
  9. Schofield WN, Rubin GL, Piza M, Lai YY, Sindhusake D, Fearnside MR, Klineberg PL. Cancellation of operations on the day of intended surgery at a major Australian referral hospital. Medical Journal of Australia 182: 612-615, 2005
  10. Rai MR, Pandit JJ. Day of surgery cancellations after nurse-led pre-assessment in an elective surgical centre: the first 2 years. Anaesthesia 58: 692-699, 2003
  11. Dexter F. Design of appointment systems for preanesthesia evaluation clinics to minimize patient waiting times: a review of computer simulation and patient survey studies. Anesthesia & Analgesia 89; 925-931, 1999
  12. Cendan JC, Good M. Interdisciplinary work flow assessment and redesign decreases operating room turnover time and allows for additional caseload. Archives of Surgery 141 :65-69, 2006
  13. Friedman DM, Sokal SM, Chang Y, Berger DL. Increasing operating room efficiency through parallel processing. Annals of Surgery 243: 10-14, 2006
  14. Harders M, Malangoni MA, Weight S, Sidhu T. Improving operating room efficiency through process redesign. Surgery 140: 509-516, 2006
  15. Seim A, Andersen B, Sandberg WS. Statistical process control as a tool for monitoring nonoperative time. Anesthesiology 105: 370-380, 2006
  16. Stahl JE, Sandberg WS, Daily B, Wiklund R, Egan MT, Goldman JM, Isaacson KB, Gazelle S, Rattner DW. Reorganizing patient care and workflow in the operating room: a cost-effectiveness study. Surgery 139: 717-728, 2006
  17. Dexter F, Epstein RH, Marcon E, Ledolter J. Estimating the incidence of prolonged turnover times and delays by time of day. Anesthesiology 102: 1242-1248, 2005
  18. Torkki PM, Marjamaa RA, Torkki MI, Kallio PE, Kirvela OA. Use of anesthesia induction rooms can increase the number of urgent orthopedic cases completed within 7 hours. Anesthesiology 103:401-405, 2005
  19. Adams R, Warner P, Hubbard B, Goulding T. Decreasing turnaround time between general surgery cases. Journal of Nursing Administration 34:140-148, 2004
  20. Hsiao KC, Machaidze Z, Pattaras JG. Time management in the operating room: an analysis of the dedicated minimally invasive surgery suite. Journal of the Society of Laparoendoscopic Surgeons 8:300-3, 2004
  21. Stahl JE, Rattner D, Wiklund R, Lester J, Beinfeld M, Gazelle GS. Reorganizing the system of care surrounding laparoscopic surgery: a cost-effectiveness analysis using discrete-event simulation. Medical Decision Making 24:461-471, 2004
  22. Calichman MV. Creating an optimal operating room schedule. AORN Journal 81: 580-588, 2005
  23. Yan Xiao, PhD, Matin Wasei, BSc, Peter Hu, MS, Peter Wieringa, PhD, Franklin Dexter, MD, PhD. DYNAMIC MANAGEMENT OF PERIOPERATIVE PROCESSES: A PARADIGM THROUGH MODELING AND VISUALIZATION 
  24. Marvin S. Cohen, M.D., Greg Panomitros, M.D., Amr Abouleish, M.D., Courtney M. Townsend, M.D., Donald S. Prough, M.D. A Good Start to a Good Day: Increased Percentage of On-Time First Starts in the Operating Suite 
  25. David B. Glick, M.D., M.B.A., Muoi Trinh, B.A., Pik Siu, Avery Tung, M.D. Why Do We Cancel? A Prospective Examination of 700 Consecutive Cancellations on the Day of Surgery 
  26. Failure Modes and Effects Analysis (FMEA) Tool 
  27. Diane Miller, Tamra Merryman. Medical Surgical Innovation Community Lean Thinking 
  28. Gregory E. Panomitros, M.D., Marvin Cohen, M.D., Bernard E. Cherry, R.N., M.S.N., C.N.O.R., Debbie Vassallo, R.N., Donald S. Prough, M.D. The Impact of Minimizing Operating Room down Time: Does It Make a Difference? 
  29. Warren S. Sandberg, M.D., Ph.D., Sveinung M. Ryen, M.S., Paige K. Curran, M.A., Andreas R. Seim, M.S. Causes of Cancellations on the Day of Surgery at Two Major University Hospitals 
  30. Warren S. Sandberg, M.D., Ph.D., Suzanne M. Sokal, M.S.P.H., David L. Berger, M.D., Andreas R. Seim, M.S. Impact on PACU Workload of a Direct-from-PACU Discharge Pathway after Laparoscopic Cholecystectomy 
  31. Waring J, McDonald R, Harrison S. Safety and complexity: inter-departmental relationships as a threat to patient safety in the operating department. J Health Organ Manag 2006;20(2-3):227-42