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Items: 1 to 20 of 469

1.

Decreasing turnaround time between general surgery cases: a six sigma initiative.

Adams R, Warner P, Hubbard B, Goulding T.

J Nurs Adm. 2004 Mar;34(3):140-8.

PMID:
15024241
2.

Continuous quality improvement efforts increase operating room efficiency.

Cantwell R, Mirza N, Short T.

J Healthc Qual. 1997 Nov-Dec;19(6):32-6.

PMID:
10174391
3.

Using Six Sigma and Lean methodologies to improve OR throughput.

Fairbanks CB.

AORN J. 2007 Jul;86(1):73-82.

PMID:
17621448
4.

What it takes to get OR cases started on time in the morning.

[No authors listed]

OR Manager. 2005 Apr;21(4):1, 12, 16. No abstract available.

PMID:
15906816
5.

Surgery teams make strides on OR delays.

[No authors listed]

OR Manager. 1998 Jan;14(1):1, 14-5, 18. No abstract available.

PMID:
10176343
6.

Work redesign in the OR: potential improvement opportunities.

Galloway MG, Williams TG, Cimperman RJ.

PFCA Rev. 1996 Spring:7-10. No abstract available.

PMID:
10159073
7.

Durable improvements in efficiency, safety, and satisfaction in the operating room.

Heslin MJ, Doster BE, Daily SL, Waldrum MR, Boudreaux AM, Smith AB, Peters G, Ragan DB, Buchalter S, Bland KI, Rue LW.

J Am Coll Surg. 2008 May;206(5):1083-9; discussion 1089-90. doi: 10.1016/j.jamcollsurg.2008.02.006.

PMID:
18471761
8.

Secrets of successful self-managing teams.

Krampf L.

OR Manager. 1996 Jan;12(1):22-4. No abstract available.

PMID:
10153728
9.

The effect of the Operating Room Coordinator's risk appreciation on operating room efficiency.

Stepaniak PS, Mannaerts GH, de Quelerij M, de Vries G.

Anesth Analg. 2009 Apr;108(4):1249-56. doi: 10.1213/ane.0b013e318195e109.

PMID:
19299796
10.

Modeling procedure and surgical times for current procedural terminology-anesthesia-surgeon combinations and evaluation in terms of case-duration prediction and operating room efficiency: a multicenter study.

Stepaniak PS, Heij C, Mannaerts GH, de Quelerij M, de Vries G.

Anesth Analg. 2009 Oct;109(4):1232-45. doi: 10.1213/ANE.0b013e3181b5de07.

PMID:
19762753
11.

World-class OR turnaround times: secrets uncovered.

Olmstead J, Coxon P, Falcone D, Ignas L, Foss P.

AORN J. 2007 May;85(5):942-5, 947-9.

PMID:
17499057
12.

Use of lean and six sigma methodology to improve operating room efficiency in a high-volume tertiary-care academic medical center.

Cima RR, Brown MJ, Hebl JR, Moore R, Rogers JC, Kollengode A, Amstutz GJ, Weisbrod CA, Narr BJ, Deschamps C; Surgical Process Improvement Team, Mayo Clinic, Rochester.

J Am Coll Surg. 2011 Jul;213(1):83-92; discussion 93-4. doi: 10.1016/j.jamcollsurg.2011.02.009. Epub 2011 Mar 21.

PMID:
21420879
13.

Visible manager keeps cases on time.

[No authors listed]

OR Manager. 2005 Apr;21(4):14. No abstract available.

PMID:
15906819
14.

Economic and quality scheduling for effective utilization of operating rooms.

Jeang A, Chiang AJ.

J Med Syst. 2012 Jun;36(3):1205-22. doi: 10.1007/s10916-010-9582-0. Epub 2010 Sep 4.

PMID:
20814721
15.

Turnover time: is all the study worth the effort?

Patterson P.

OR Manager. 1999 Mar;15(3):1, 7-9, 12-4. No abstract available.

PMID:
10351513
16.

Re-engineering surgical services in a community teaching hospital.

Cohen MM, Wreford M, Barnes M, Voight P.

Cost Qual Q J. 1997 Apr;3(2):48-57.

PMID:
10172985
17.

Governing time in operating rooms.

Riley R, Manias E.

J Clin Nurs. 2006 May;15(5):546-53.

PMID:
16629963
18.

Cut wages and increase revenue by reducing wait times.

[No authors listed]

Health Care Cost Reengineering Rep. 1997 May;2(5):65-70. No abstract available.

PMID:
10175068
19.

Both bias and lack of knowledge influence organizational focus on first case of the day starts.

Dexter EU, Dexter F, Masursky D, Garver MP, Nussmeier NA.

Anesth Analg. 2009 Apr;108(4):1257-61. doi: 10.1213/ane.0b013e31819a6dd4.

PMID:
19299797
20.

Improving operating room coordination: communication pattern assessment.

Moss J, Xiao Y.

J Nurs Adm. 2004 Feb;34(2):93-100.

PMID:
14770069

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