2.50
Hdl Handle:
http://hdl.handle.net/10755/162073
Category:
Abstract
Type:
Presentation
Title:
Extreme Makeover: A New Look for Daily Operations
Author(s):
Gilbert, Heather; Kleinheinz, Sharon
Author Details:
Heather L. Gilbert, BA, RN, CNOR, St. Joseph Hospital, Jacksonville, Florida, USA, email: Heather.Gilbert@stjoe.org; Sharon Kleinheinz, MSN/MSHCA, RN, CNOR
Abstract:
Poster presented at AORN's 58th Annual Congress: Problem statement: After settling into a new state-of-the-art facility, old processes were no longer adequately addressing daily operations. Physician and staff dissatisfaction increased around turnover times, staffing, case flow, and communication. As the second busiest surgical services department in the State of California, the goal was to create customer service oriented processes that met the identified needs. Assessment: Utilizing LEAN methodology, experiments were conducted to observe and map current daily practices for turnovers, block time, and case and staff flow. Top discoveries included a lack of best practice in defined turnover process, accurate time tracking, block time assignments, team role definition, and accountability. Additional challenges stemmed from scheduling policy conflicts and coordinating case and staff flow from two separate locations. Planning: Collaboration with identified stakeholders defined the customer service goals. The OR would be reorganized into smaller groups (PODs) with similar surgical cases. Utilizing standard work, a staffing and operational structure, with leadership on the front line, was designed matching cases with skilled staff. PODs will provide trained personnel in the room and behind the scenes yielding efficient patient, case, and staff flow. Implementation: The POD foundation established new block time management, a defined turnover process, and married staff and case scheduling policies. New HR screening tools are capturing exceptionally qualified candidates and the newly created POD Flow Coordinator position will solidify team role definition. Evaluation: Ongoing evaluation and modifications occur during the transformation to the new POD system of daily operations. Activation of each team member is the next step.
Repository Posting Date:
27-Oct-2011
Date of Publication:
27-Oct-2011
Conference Date:
2011
Conference Name:
AORN 58th Annual Congress
Conference Host:
Association of periOperative Registered Nurses
Conference Location:
Philadelphia, Pennsylvania, USA
Description:
AORN 58th Annual Congress, 2011 held March 18, 2011 - March 24, 2011 in Philadelphia Convention Center
Note:
This is an abstract-only submission. If the author has submitted a full-text item based on this abstract, you may find it by browsing the Virginia Henderson Global Nursing e-Repository by author. If author contact information is available in this abstract, please feel free to contact him or her with your queries regarding this submission. Alternatively, please contact the conference host, journal, or publisher (according to the circumstance) for further details regarding this item. If a citation is listed in this record, the item has been published and is available via open-access avenues or a journal/database subscription. Contact your library for assistance in obtaining the as-published article.

Full metadata record

DC FieldValue Language
dc.type.categoryAbstracten_US
dc.typePresentationen_GB
dc.titleExtreme Makeover: A New Look for Daily Operationsen_GB
dc.contributor.authorGilbert, Heatheren_US
dc.contributor.authorKleinheinz, Sharonen_US
dc.author.detailsHeather L. Gilbert, BA, RN, CNOR, St. Joseph Hospital, Jacksonville, Florida, USA, email: Heather.Gilbert@stjoe.org; Sharon Kleinheinz, MSN/MSHCA, RN, CNORen_US
dc.identifier.urihttp://hdl.handle.net/10755/162073-
dc.description.abstractPoster presented at AORN's 58th Annual Congress: Problem statement: After settling into a new state-of-the-art facility, old processes were no longer adequately addressing daily operations. Physician and staff dissatisfaction increased around turnover times, staffing, case flow, and communication. As the second busiest surgical services department in the State of California, the goal was to create customer service oriented processes that met the identified needs. Assessment: Utilizing LEAN methodology, experiments were conducted to observe and map current daily practices for turnovers, block time, and case and staff flow. Top discoveries included a lack of best practice in defined turnover process, accurate time tracking, block time assignments, team role definition, and accountability. Additional challenges stemmed from scheduling policy conflicts and coordinating case and staff flow from two separate locations. Planning: Collaboration with identified stakeholders defined the customer service goals. The OR would be reorganized into smaller groups (PODs) with similar surgical cases. Utilizing standard work, a staffing and operational structure, with leadership on the front line, was designed matching cases with skilled staff. PODs will provide trained personnel in the room and behind the scenes yielding efficient patient, case, and staff flow. Implementation: The POD foundation established new block time management, a defined turnover process, and married staff and case scheduling policies. New HR screening tools are capturing exceptionally qualified candidates and the newly created POD Flow Coordinator position will solidify team role definition. Evaluation: Ongoing evaluation and modifications occur during the transformation to the new POD system of daily operations. Activation of each team member is the next step.en_GB
dc.date.available2011-10-27T08:45:13Z-
dc.date.issued2011-10-27en_GB
dc.date.accessioned2011-10-27T08:45:13Z-
dc.conference.date2011en_US
dc.conference.nameAORN 58th Annual Congressen_US
dc.conference.hostAssociation of periOperative Registered Nursesen_US
dc.conference.locationPhiladelphia, Pennsylvania, USAen_US
dc.descriptionAORN 58th Annual Congress, 2011 held March 18, 2011 - March 24, 2011 in Philadelphia Convention Centeren_US
dc.description.noteThis is an abstract-only submission. If the author has submitted a full-text item based on this abstract, you may find it by browsing the Virginia Henderson Global Nursing e-Repository by author. If author contact information is available in this abstract, please feel free to contact him or her with your queries regarding this submission. Alternatively, please contact the conference host, journal, or publisher (according to the circumstance) for further details regarding this item. If a citation is listed in this record, the item has been published and is available via open-access avenues or a journal/database subscription. Contact your library for assistance in obtaining the as-published article.-
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