How Engaged Interdependence Impacts Operating Room Management Metrics

摘要: Abstract Objective In this retrospective case study, we examine the impact of an operational coaching-based initiative, Engaged Interdependence, on operating room efficiency. Design Interdependence is a professional development model that allows surgeons to expand their technical and managerial skills. composed three parts includes 6–8 h direct surgeon-to-surgeon observation or assistance once every other month, one-hour group discussions month 4–6 h independent reading month. Surgeon RM began coaching surgeon DL 2/1/2017. We collected 12 months before after start data, splitting data into Before On/After groups for statistical graphical comparison. All management were using WiseOR® OR efficiency was assessed four metrics: workload (patient time in plus turnover time), time, over-utilized (OU) under-utilized (UU) time. analyzed Wilcoxon rank sum test, while OU UU two-tailed t-test. Setting Small, academic medical center. Participant A single orthopedic spine surgeon. Results hours significantly decreased five most common procedures: Procedure 1 “Laminectomy, Part Facetectomy, Foraminotomy, Herniated Disc Lumbar” (Before Mean [M] ± Standard Deviation [SD]=2.09±0.42 h, After M = 1.95±0.42; p = 0.077); 2 “Laminectomy with Facetectomy + Foraminotomy, M = 2.95±0.77 h, M = 2.41±0.55; p = 0.022); 3 “Posterior Non-Segmental Instrumentation” M = 4.11±0.66, M = 3.52±0.76; p = 0.014); 4 Facetectomy + Foraminotomy Additional Segment” M = 4.05±0.94, M = 2.80±0.32; p = 0.0018); 5 Segmental Instrumentation- 3–6 Vertical Segments” M = 6.40±0.83, M = 4.62±1.1; p = 0.0065). Operating all M = 1.34±0.38, M = 1.17±0.32, p = 0.026), M = 2.15±0.71, M = 1.61±0.54, p = 0.0058), M = 3.18±0.67, M = 2.70±0.63, p = 0.032), M = 2.92±0.69, M = 2.09±0.29, p = 0.014), M = 5.43±0.83, M = 3.58±1.0, p = 0.0032). minutes M = 20.5 ± 34.8, M = 10.1 ± 22.8, remained unchanged M = 16.2 ± 22.3, M = 23.4 ± 28.7, p = 0.063). Conclusion represents potential high-value intervention can improve Although subjective process, perioperative health care systems may generate return investment by fostering organizational decision-making