Managing urgent surgery as a process: Case study of a trauma center.
OBJECTIVE
Industrial management principles could be used to improve the quality and efficiency of health care. In this study, we have evaluated the effects of a process management approach to trauma patient care. The major objective was to reduce the waiting times and increase the efficiency of the hospital.


METHODS
Urgent surgery care was analyzed as an overall process. The process development followed the Plan-Do-Check-Act (PDCA) cycle and was based on statistical analysis of certain performance metrics. Data were collected from hospital databases and by personnel interviews. To develop the process, the anesthesia induction was performed outside the operating room, better process guidance was developed, and patient flow was reorganized. The transition time for these changes was 1 year (2002 to 2003).


RESULTS
Waiting times decreased by 20.5 percent (p < .05), nonoperative times in the operating room were reduced by 23.1 percent (p < .001), and efficiency was increased by 9.7 percent (p < .001) after reengineering of the care process. Overtime hours decreased by 30.9 percent.


CONCLUSIONS
Managing urgent surgical care as a process can improve the productivity and quality of care without a need to increase personnel resources. The focus should be on reducing waiting times and waste times.
Torkki
Paulus Mikael
PM
Helsinki University of Technology, Esposo, Finland. paulus.torkki@tkk.fi
Alho
Antti Ilmari
AI
Peltokorpi
Antti Veikko
AV
Torkki
Markus Ilmari
MI
Kallio
Pentti Ensio
PE
D017598:Efficiency, Organizational; D004636:Emergency Service, Hospital / Q000458:organization & administration*; D006801:Humans; D009873:Operating Rooms / Q000458:organization & administration*; D019982:Organizational Case Studies; D019637:Orthopedic Procedures; D017064:Process Assessment, Health Care; D014193:Trauma Centers / Q000458:organization & administration*; D014850:Waiting Lists