title: Decreasing turnaround time between general surgery cases: a six sigma initiative.
abstract: A major problem in the operating room is the length of turnaround time between surgical cases. By decreasing this turnaround, staff overtime can be reduced and more cases can be scheduled during the day shift. In an era when cost cutting for hospitals is vital to maintain an operating margin, solving this problem is crucial. In addition, this can be a great satisfier for surgeons who can increase their daily workload in a more orderly, organized manner. To achieve our goal of decreasing turnaround time in the operating room, the authors review the implementation and outcomes of the application of Six Sigma.
authors.affiliation: Executive Division, Valley Baptist Medical Center, Harlingen, TX 78550-2588, USA. rella.adams@valleybaptist.net
authors.forename: Rella
authors.initials: R
authors.lastname: Adams
authors.forename: Pam
authors.initials: P
authors.lastname: Warner
authors.forename: Blake
authors.initials: B
authors.lastname: Hubbard
authors.forename: Tom
authors.initials: T
authors.lastname: Goulding
mesh_terms: D001071:Appointments and Schedules; D003142:Communication; D017598:Efficiency, Organizational; D006801:Humans; D007318:Inservice Training; D007324:Institutional Management Teams / Q000458:organization & administration; D009873:Operating Rooms / Q000458:organization & administration* / Q000592:standards / Q000706:statistics & numerical data; D009936:Organizational Innovation; D015397:Program Evaluation; D017749:Total Quality Management / Q000379:methods*; D014481:United States