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OPERATING ROOM


SurgiMate scheduling software


For facilities using the Surgimate product, they too are enjoying impressive results. “One practice was able to cut booking time by 47 percent, which directly lead to surgical volume growing by 24 percent,” said Rockman. “Another practice was able to more than double their MD team from 19 to 43 surgeons simply by implementing a uniform workflow that allowed them to scale economically. Other clients have used our software to quickly rebook surgeries cancelled due to unavoidable circumstances, thereby capturing revenue that would otherwise have been lost. In addition to the tangible benefits Surgimate delivers, it also improves the everyday working environment of thousands of doctors and staff by reducing confusion, stress, and friction.” “Hospital IQ offers hospitals a cloud-based operations planning and management software platform that enables hospitals to le- verage their existing data to improve the delivery of perioperative services,” said Jason Harber, Vice President, Product Manage- ment. “A leading hospital in Boston used Hospital IQ’s peri- operative solution to enable surgical service managers to better manage and measure individual surgeons. Within two weeks, all of the hospital’s data was loaded and the hospital was ‘mapped’ in the data analytics system. Service managers have ‘dedicated views’ of their departments that allow them to monitor and manage services on a daily basis. OR managers share bi-weekly reports that accurately track performance and utilization. This shared accountability framework for both service managers and individual surgeons has led to volume increases and improved


OR utilization. The hospital has increased OR volume by 3 to 5 percent annually, resulting in an incremental annual revenue increase of $3 million, without adding cost.”


Better building blocks


Today’s OR scheduling systems are clearly changing the way facilities organize surgical cases and can provide vast improve- ments across the board, especially when used properly and options are explored thoroughly to identify additional areas for improvement.


“Technology can help, or it can be a barrier; it is up to the team to ensure that process and technologies complement one another to facilitate accurate surgical scheduling,” said Kyle, AORN. “An example of technology coordination could be interface between scheduling software and physician procedure cards. Naming of procedures and selecting the appropriate procedure card can be extremely challenging for schedulers.”


Hospital IQ scheduling software 22 April 2018 • HEALTHCARE PURCHASING NEWS • hpnonline.com


Harbor added, “Once the technology is in place, leadership can look at new strategies, such as service line management, to ap- point leaders to manage scheduling and drive volumes for each of their services. And it’s not just about discarding the old way of crunching data: leadership must have progressive views to engage surgeons and hold them accountable for their use of OR time.” Kyle says facilities can also make collaborative efforts between stakeholders an enjoyable pro- cess in which traditional meth- ods actually do continue to work well. “One organization scheduled quarterly breakfasts that included surgery schedul- ers, schedulers from clinics, and perioperative nursing lead- ers to address any changes to processes and to field questions from clinics,” she said. “This created a very collegial environ- ment that literally brings key players together and was ex- tremely helpful in humanizing teamwork among those who communicate almost exclusively via phone and email.” HPN


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