RT Book, Section
A1 Dexter, Franklin
A1 Epstein, Richard H.
A2 Longnecker, David E.
A2 Mackey, Sean C.
A2 Newman, Mark F.
A2 Sandberg, Warren S.
A2 Zapol, Warren M.
SR Print(0)
ID 1144138570
T1 The Economics of Operating Room Anesthesia Practice
T2 Anesthesiology, 3e
YR 2017
FD 2017
PB McGraw-Hill Education
PP New York, NY
SN 9780071848817
LK accessanesthesiology.mhmedical.com/content.aspx?aid=1144138570
RD 2024/09/12
AB KEY  POINTSEfforts  to  increase  anesthesia  group  productivity  are  essentially  indistinguishable  from  efforts  to  increase  the  efficiency  of  use  of  operating  room  (OR)  time  and  vice  versa.To  describe  operational  reality,  the  mathematics  of  service-specific  staffing  is  based  on  the  surgeon  and  patient  having  open  access  to  OR  time  on  the  workday  of  their  choosing.Scheduling  cases  and  making  decisions  on  the  day  of  surgery  to  increase  OR  efficiency  are  worthwhile  interventions  to  increase  anesthesia  group  productivity.  However,  the  most  important  step,  by  far,  is  the  allocation  of  OR  time  (ie,  the  planning  of  service-specific  staffing)  appropriately  2-3  months  before  the  day  of  surgery.Reducing  surgical,  turnover  times,  or  first  case  of  the  day  start  delays  generally  provides  small  increases  in  anesthesia  group  productivity,  but  results  vary  widely  because  they  are  highly  sensitive  to  both  the  OR  allocations  (ie,  staffing)  and  the  appropriateness  of  those  OR  allocations.To  use  OR  allocations  in  practice  on  the  day  of  surgery,  data  needed  include  the  forecasted  time  remaining  in  ongoing  cases.  These  forecasts  affect  decisions  such  as  calling  for  the  next  patient,  moving  cases  among  rooms,  staff  relief,  and  scheduling  add-on  cases.