Most hospitals across the United States are feeling the financial pressures. There never seem to be enough resources to deliver as much care as required by the community and with the quality the hospital considers the community deserves. Staff members and administrators stretch themselves to the max to take care of all the patients that require care. The gravity of the situation is all the more evident in the Perioperative Services Department. This is a department that uses more resources than any other place in the hospital. The resources used in the Perioperative Services Department are some of the most expensive in the entire hospital, making the financial pressures even more critical.
One additional pressure the Perioperative Department faces is competition. Hospitals in general do not see themselves as competing with other hospitals, unless they are in a crowded market. It is unlikely that a parent will drive a few extra miles with a child with a broken arm in search of a better deal. It just does not happen. This is not the case with the OR. According to the CDC, only 58% of all surgeries take place in a hospital. Then, there is the pressure from overseas hospitals and surgery centers offering much lower rates for private payers.
In this environment, the Perioperative Services Department must look everywhere for improvements, from acquiring, storing, issuing, using, and charging for supplies to maximizing the utilization of one the most expensive fixed assets in the entire hospital, the OR Suite.
To maximize the utilization of every OR Suite while increasing quality of care, Leadership must look beyond the traditional tools and embrace the power of Lean thinking. One of the most widespread tools in the Lean toolbox is Quick Changeover, known in the manufacturing circles as SMED, or Single Minute Exchange of Dies.
This book describes the Quick Changeover tool in detail from the OR perspective and for OR staff members. However, the contents of this book apply to all procedure rooms, as well as patient rooms in the hospital.
The objective of this book is to:
- Provide you with an understanding of Quick Changeover and its application to the OR Suite.
- Supply you all the necessary definitions, especially of Internal Changeover Steps and External Changeover Steps.
- Describe the Quick Changeover steps of Separating, Converting, and Streamlining.
- Provide you with examples of the key tools, like the Standard Work Definition, Spaghetti Diagrams, and checklists.
- Place Quick Changeover within the largest context of a Lean initiative with the management of medical supplies, a Lean Management System, and Kaizen.
This book, like all the other books in this series, will deliver much more value when its content is discussed with your team members as you work on actual OR Suite Changeover optimization projects.
We hope you enjoy the book and tell us about your projects.
Quick Changeover in the OR
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