Interdisciplinary work flow assessment and redesign decreases operating room turnover time and allows for additional caseload

Archives of Surgery

Volumn 141, Issue 1, 2006, Pages 65-69

  Cendán, Juan C ^a   Good, Mike ^a  

^a UNIVERSITY OF FLORIDA COLLEGE OF MEDICINE   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

ANESTHESIST; ARTICLE; HUMAN; INTERDISCIPLINARY EDUCATION; INTERDISCIPLINARY RESEARCH; NURSE; OPERATING ROOM; OPERATING ROOM PERSONNEL; PILOT STUDY; PRIORITY JOURNAL; PROSPECTIVE STUDY; TASK PERFORMANCE; TERTIARY HEALTH CARE;

ANESTHESIOLOGY; APPOINTMENTS AND SCHEDULES; HUMANS; OPERATING ROOM NURSING; OPERATING ROOM TECHNICIANS; OPERATING ROOMS; PERSONNEL STAFFING AND SCHEDULING; TIME MANAGEMENT; WORKLOAD;

EID: 30844456608     PISSN: 00040010     EISSN: 15383644     Source Type: Journal    
DOI: 10.1001/archsurg.141.1.65     Document Type: Article

References (4)

1. Weinbroum AA, Ekstein P, Ezri T. Efficiency of the operating room suite. Am J Surg. 2003;185:244-250.
2. Dexter F, Abouleish AE, Epstein RH, Whitten CW, Lubarsky DA. Use of operating room information system data to predict the impact of reducing turnover times on staffing costs. Anesth Analg. 2003;97:1119-1126.
3. Macario A, Dexter F, Traub RD. Hospital profitability per hour of operating room time can vary among surgeons. Anesth Analg. 2001;93:669-675.
4. Dexter F, Coffin S, Tinker J. Decreases in anesthesia-controlled time cannot permit one additional surgical operation to be reliably scheduled during the workday. Anesth Analg. 1995;81:1263-1268.