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2017 Agenda

The 2018 Call for Proposals is now open! Submit your proposal today to speak at the 2018 OR Business Management Conference in San Antonio.

Monday | January 30

  1. 1:30 PM – 4:30 PM

    Pre-Conference Workshop: Perioperative Resource Optimization

    Room: Galerie 2

    The business of delivering perioperative services is shifting from a revenue source to a cost center. This will have a significant impact on the bottom line and operational sustainability. What does this mean to your organization? How dependent is your health system on this revenue stream? How do you future-proof your operations? Get some insights from administrative and clinical leaders at Mercy Health, who converted their perioperative service line into a long-term, sustainable operation. They will offer tools to help identify inefficiencies and engage staff across departments in process improvements.

    Take Home Tool: An overview of the process used at Mercy and associated assessment tools used to determine organizational readiness to take on this type of program. These tools are in development.

Tuesday | January 31

  1. 8:00 AM – 8:30 AM

    Continental Breakfast

    Room: Exhibit Foyer

  2. 8:30 AM – 9:15 AM

    Changing How We Change

    Room: Galerie 4-6

    Leading change is difficult, and changing behaviors is even harder. Discover the research behind making great change happen. Then, discover four barriers to getting change to stick, and how to overcome them. You'll learn how to how to recognize barriers impeding change, the research and science behind making lasting change, and how to make lasting change happen, no matter what your role and work environment.

  3. 9:30 AM – 10:30 AM

    Redesigning Perioperative Staffing to Reduce Inefficiencies of OR Delays

    Room: Galerie 2

    Efficient use of space and staffing in perioperative services is vital, especially in the current era of declining reimbursement. At our hospital, the postanesthesia care unit was frequently full and patients had to stay in the OR to recover from the anesthetic. The next surgical case could not be started, resulting in frequent, long delays as well as surgeon and staff dissatisfaction. Our management team addressed these issues using methods that improved efficiency, avoided costs, and increased staff morale and engagement.

    Take Home Tool: Tool for planning PACU staffing that accounts for unpredictable variations

  4. 9:30 AM – 10:30 AM

    Improving OR Utilization Using Lean & Predictive Analytics

    Room: Galerie 3

    ORs often are underutilized when traditional processes are used to allocate and manage OR block time. A combination of proven Lean methodologies, predictive analytics, and advanced data science has helped develop a four-step approach to improve scheduling efficiency and OR utilization. This method, which reveals the key causes of underutilization and usage patterns over time, applies predictive analytics and machine learning to increase the transparency of key performance metrics across surgeons and administrators, correct for unforeseen situations like last-minute block cancellations, and systematically reallocate OR block time. As a result, "smart block schedules” are created. The presenters will discuss the application of this approach at UCHealth, which has more than 100 ORs, and the resulting performance improvement.

    Take Home Tool: A framework for improving OR utilization based on Lean principles and advanced data science

  5. 9:30 AM – 10:30 AM

    Fixing and Maintaining Surgical Preference Cards Forever

    Room: Galerie 1

    Preference cards are neglected, out of date, and largely of little value when it comes to enabling supply consumption, accurate procedural supply cost, or accurate and useful case pick. These issues plague many operating rooms in large and small facilities alike. An accurate, scalable solution for repairing and maintaining surgical preference cards is long overdue. The presenters will share tips for how to plan and implement a sustainable, logical, fact-based approach to cleaning and maintaining surgical preference cards.

    Take Home Tool: Assessment tool for determining the scope of the problem

  6. 10:30 AM – 11:00 AM

    Morning Networking Break

    Room: Exhibit Foyer

    Sponsored by
    LeanTaaS
  7. 11:00 AM – 12:00 PM

    The Journey from Doctor Preference Cards to Doctor Procedure Cards

    Room: Galerie 3

    In 2013, Intermountain Healthcare's Surgical Services Clinical Program began shifting away from preference cards toward procedure cards. By working with physician champions, creating system wide aligned goals, and generating transparent, meaningful data, we began to decrease variation across our integrated 22-hospital health system. With the system migrating to a new electronic medical record, the value of reevaluating the existing preference cards became even more pertinent. This session focuses on the value of standardizing how doctor procedure cards are updated and maintained.

    Take Home Tool: Procedure card workflow and tips for obtaining physician buy-in to procedure card standardization

  8. 11:00 AM – 12:00 PM

    Item-Level RFID Tracking in Healthcare: The Value to Patients, Providers, and Products

    Room: Galerie 2

    With the increased need for resource visibility and regulatory compliance, item-level tracking has become a necessity. This session will highlight the multiple advantages now obtainable with item-level tagging and offer solutions on how to get started. Topics will include an introduction to radio frequency identification (RFID), examples of RFID adoption in healthcare, how RFID can assist with the tracking and documentation of unique device indicators, and how item-level tracking can improve supply and preference card management.

    Take Home Tool: Glossary of terms and RFID product tag samples from various vendors

  9. 11:00 AM – 12:00 PM

    Maintaining Doctor Preference Cards Across a Multihospital Health Network - A Process Created Prior to Going Live with EPIC

    Room: Galerie 1

    Lehigh Valley Health Network (LVHN) has nine operating sites, and each site maintains a set of doctor preference cards. Before going live with EPIC, LVHN had more than 11,300 active doctor preference cards, and more than 2,000 were duplicates. As part of a process improvement project, we sought to reduce the number of cards by at least 30% and create a standardized, EPIC-friendly workflow for all operating sites. We reduced the number by 44% cards prior to go-live, and we reviewed all cards to ensure they were imported accurately. We also created a measurable process and a sustainable maintenance work plan that allowed us to meet the strict EPIC timelines for preference card implementation.

  10. 12:00 PM – 1:15 PM

    Patient-Centered Care: The Heart of Our Business

    Room: Galerie 4-6

    Sponsored by
    Cardinal Health

    Ensuring that the patient is at the center of our work is right thing to do. There is also evidence that when we align our work around patients and create an environment in which caregivers are engaged and satisfied, not only do patients have a better experience, but safety and quality also improve. You'll learn to think about the patient experience in different way that makes patient-centered care more relevant, and we will explore strategic elements to help improve performance

  11. 1:15 PM – 1:45 PM

    Dessert Networking Break

    Room: Exhibit Foyer

    Sponsored by
    Digital Medical
  12. 1:45 PM – 2:45 PM

    Open for Business: A Modern Approach to Growing Surgical Volume

    Room: Galerie 3

    Imagine adding an ambulatory surgery pavilion of 12 ORs to a campus with an existing hospital of 28 ORs, and finding that surgical volume did not grow with the expansion. Discover how one organization tackled inefficient scheduling practices and block policies by implementing strategies such as automated notification of available OR time to physician offices, which increased OR utilization by 22% percent. With this accomplishment, the facility is now recognized as a healthcare provider of choice for not only tertiary and quaternary surgical care, but also elective outpatient procedures.

    Take Home Tool: Onboarding tool used at Advocate Christ Medical Center

  13. 1:45 PM – 2:45 PM

    Suture and Endomechanical Management as an Internal Cost-Saving Initiative

    Room: Galerie 1

    Although there are good third-party options to manage endomechanical and suture expenses, they can be cost prohibitive. Hospitals that adopt a more focused approach, with a dedicated plan and resources, will realize savings and a solid return on investment. Creation of a business plan, savings tracking tools, and key metrics will be discussed.

    Take Home Tool: Business plan template for creating a suture management program

  14. 1:45 PM – 2:45 PM

    The Price Is Right vs Let's Make a Deal: Reducing High-Cost Supplies and Services

    Room: Galerie 2

    Often times, vendors offer GPO, tiered, or local agreement pricing "deals” for new products. However, their best deal may not represent the right price a provider should pay to ensure profitability of the OR. The presenter will explain a process to vet the financial efficacy of a procedure, product, or service and will review case studies showing how to reduce costs by working backwards from the procedural reimbursement to determine what is affordable.

  15. 3:00 PM – 4:00 PM

    Unite Your Perioperative Team Through Employee Engagement

    Room: Galerie 2

    The Affordable Care Act has provided the Triple Aim goal of providing better community health, better quality care, and more affordable care. To meet this goal, organizations must create a high-performing perioperative team. The shared governance model has been very successful in increasing employee engagement and retention, which in turn have helped achieve critical objectives and metrics including patient outcomes and safety. In this presentation, you will learn how to unite your perioperative team to improve outcomes by increasing quality of care and patient satisfaction while also decreasing costs.

    Take Home Tool: PowerPoint presentation with key points for implementation clearly identified

  16. 3:00 PM – 4:00 PM

    Ready, Set, Operate: Making Sure Surgical Equipment Is Good to Go

    Room: Galerie 1

    Readiness of surgical equipment for the OR is often overlooked as a key component of operational and financial performance. The use of five strategies can improve equipment readiness and enhance patient safety, leading to better outcomes. Each strategy has a clear action item for successful implementation, as well as clinical evidence of its value.

    Take Home Tool: Action items for implementation of each strategy and benchmark data demonstrating the value of each

    • David AnbariChief Operating OfficerMobile Instrument Service & Repair
  17. 3:00 PM – 4:00 PM

    Establishing CPT Group-Based Preference Cards

    Room: Galerie 3

    Establishing a CPT group-based preference card system is becoming increasingly popular as operating rooms convert to CPT based scheduling. Although establishing a new system is challenging and requires dedicated time and resources, a CPT group-based system helps minimize case delays due to missing or inappropriate resources and resource conflicts; improves reporting accuracy and analysis through standardization and right-sizes the number of preference cards while still maintaining individual levels of specificity.

  18. 4:00 PM – 4:30 PM

    Afternoon Networking Break

    Room: Exhibit Foyer

    Sponsored by
    VUEMED
  19. 4:30 PM – 5:30 PM

    Enhanced Recovery After Surgery (ERAS): The New Paradigm for Anesthesia Care Delivery

    Room: Galerie 1

    The Enhanced Recovery After Surgery (ERAS) protocol focuses on improving the quality of perioperative surgical care while enhancing surgical outcomes and lowering the total cost of providing that care. These objectives are commensurate with Medicare's movement away from fee-for service toward high-quality, value-based care. ERAS is well established and accepted in many European countries, but not yet widely used in the US. As indispensable members of the anesthesia care team, certified registered nurse anesthetists make critical decisions that affect the perioperative phases of care. Based on our knowledge of ERAS, we believe these protocols may become the new standard of care for anesthesia in the US.

  20. 4:30 PM – 5:30 PM

    The Paradigm Shift from a Siloed Approach to Team Methodology for Reliable Turnovers

    Room: Galerie 2

    In an effort to reduce turnover times at Vanderbilt University Medical Center, a multidisciplinary team was formed that used Lean methodology and tools to review processes and reengineer the workflow. Dissecting the time intervals in the turnover process helped to identify the greatest opportunities for improvement, and focusing on a set of specific, measurable goals helped us succeed. The cornerstones of our initiative were to engage the entire team, increase communication about expectations, enforce accountability, and use analytics to drive the process and measure the outcomes.

  21. 4:30 PM – 5:30 PM

    Leveraging Data Analytics to Optimize Scheduling and Resources

    Room: Galerie 3

    The lack of accurate and timely reporting can mean surgical resources are unavailable when and where they are needed, resulting in delayed room turnover and case starts or cancelled procedures. Trying to produce utilization analytics and forecasting information for multiple departments from different information systems can be challenging. The presenters will explain the use of supply and instrumentation usage analytics to improve resource utilization and forecasting tools to ensure the necessary instruments and equipment are on hand.

    Take Home Tool: A system integration and data modeling checklist to help ulfill supply, instrument, equipment, and inventory needs

  22. 5:30 PM – 7:30 PM

    Welcome Reception

    Room: Exhibit Foyer

    Sponsored by
    Owens & Minor, Inc.

Wednesday | February 1

  1. 8:00 AM – 8:30 AM

    Continental Breakfast

    Room: Exhibit Foyer

  2. 8:30 AM – 9:15 AM

    Beliefs to Results

    Room: Galerie 4-6

    Being an excellent business manager requires a particular mindset and focus on productivity and efficiency. In this dynamic, interactive presentation, you'll learn how to activate the driving force that moves you to action and results, get past limitations to reach resourcefulness, cultivate a state of mental strength to overcome barriers, and embrace the power of focus to improve productivity.

  3. 9:30 AM – 10:30 AM

    Change Your OR Culture Through Data Transparency

    Room: Galerie 3

    With more information being captured than ever before, it is increasingly important for data to be accessible, meaningful, and transparent among leadership, physicians, staff, and patients. The old saying, _you can't fix what you don't understand” means data transparency is essential for identifying opportunities for improvement in your surgical services department. Openly sharing information can help reduce errors, improve patient satisfaction, decrease costs, and improve efficiency in the OR.

    Take Home Tool: Sample surgeon score card report and sample surgical receipt for case costing

  4. 9:30 AM – 10:30 AM

    Innovation Navigation - Accelerating Surgical Services Innovation

    Room: Galerie 1

    Accelerating changes in clinical methods, technology, and working relationships are overwhelming surgical services leaders with a wave of innovations. These innovations create breakthrough changes in technology, organizations, and process that require different methods than Lean Six Sigma and performance improvement. Most innovations start with a poorly defined business case and high expectations from physicians and executives, and they go downhill from there. Having a clear innovation method and tools can help you streamline and take control of the process. Using innovation navigation methods and best practices gathered from leading hospital innovation centers, the presenters will demonstrate how to manage the innovation pipeline and streamline the decision and development timing for successful innovations.

    Take Home Tool: Template, tools and roadmap for managing the innovation pipeline in surgical services

  5. 9:30 AM – 10:30 AM

    Sustain the Gain: How to Reduce Costs Year After Year

    Room: Galerie 2

    Reducing costs year after year requires a well-developed strategic plan from the beginning. A shared accountability goal at Intermountain Healthcare has focused on refining resources, such as reports, dashboards, doctor preference cards, and culture change. Empowering stakeholders, both physicians and staff, to understand the impact of their choices on costs has saved $119 million throughout the 22-facility system since 2013. To sustain these savings, the surgical services clinical program has partnered with the supply chain, gained the support of physician champions, and looked beyond surgical services for opportunities. This session will highlight lessons learned and how to implement new processes in any size facility or system.

    Take Home Tool: Specific goals for the medical group, population health, and non-affiliated physicians to achieve 3-year sustained savings

  6. 10:30 AM – 11:00 AM

    Morning Networking Break

    Room: Exhibit Foyer

    Sponsored by
    HCA
  7. 11:00 AM – 12:00 PM

    Lean-Based Standardization Cuts Costs and Instrument Sets

    Room: Galerie 3

    In 2015, Humber River Hospital (HRH) in Toronto, Ontario, completed a significant redevelopment project by merging two autonomous centers of care into one location. Concepts based on the Lean 5S workplace organization program, along with the Rogers' Diffusion of Innovations model, were used to standardize surgical instruments and gain clinical stakeholder acceptance. As a result, the total number of sets in service was reduced by 50%, and more than 1,600 individual instruments were eliminated.

    Take Home Tool: A model of LEAN 5S concepts combined with Rogers' Diffusion of Innovation theory for instrument standardization

  8. 11:00 AM – 12:00 PM

    How Do Instructions for Use Fit into Staff Education?

    Room: Galerie 1

    Instructions for use (IFU) contain the information needed for cleaning, assembly, processing, and use of medical devices in accordance with the validated measures prescribed by the device manufacturer. If the IFU is not properly followed, the device likely will not be safe for use on any patient. Studies on IFU compliance will be reviewed and discussed, with emphasis on arthroscopic shavers and flexible endoscopes. Providing training and competency is key for ensuring adherence to medical device IFUs.

  9. 11:00 AM – 12:00 PM

    Bundled Payments: The Next Generation

    Room: Galerie 2

    Hospitals depend on perioperative services to drive profitability, but evolving healthcare trends are putting the traditional OR at risk. For hospitals that are unprepared, new payment models, new quality requirements, and shifting utilization patterns will steadily erode surgical revenue. Discover how hospital strategists can help ORs prepare for the future by using the Society for Healthcare Strategy and Market Development's _Bridging Worlds” roadmap to reinvent the delivery of surgical care, and how these principles apply to other service lines.

    Take Home Tool: Access to the American's Hospital Associations' "Bridging Worlds" and the roadmap and applications for perioperative services

  10. 12:00 PM – 1:15 PM

    Ultraviolet Light Disinfection: The Novel Component of a Strategy to Prevent Healthcare-Associated Infections

    Room: Galerie 4-6

    Sponsored by
    GETINGE

    Health care-associated infections are a leading cause of illness and death both in the United States and worldwide, with surgical site infections increasing costs by as much as $25,000. Pathogens contaminating the hospital environment create a large reservoir for infection transmission. Emerging technologies have led to increased interest in evaluating environmental cleaning, disinfecting, and monitoring in the hospital setting. The presenter will describe ultraviolet light (UV-C) disinfection, its advantages for the OR, what to consider when choosing a UV-C system, and tips for building a business case that demonstrates return on investment.

  11. 1:15 PM – 1:45 PM

    Dessert Networking Break

    Room: Exhibit Foyer

    Sponsored by
    Healthcare IQ
  12. 1:45 PM – 2:45 PM

    Information, Involvement, and Improvement - How Engaged Leaders Drive Value

    Room: Galerie 1

    Creation of formal committee structures and consistent sharing of data helped gain physician buy-in and ongoing engagement at Virtua Health. The process involved both internal service line and physician leadership. We will describe how we built our communication tools (program and individual physician dashboards) to make clinical quality and patient satisfaction top priorities. Dashboards, data gathering, and communication will be discussed, along with our process for forming the committee structures and enhancing physician leadership.

  13. 1:45 PM – 2:45 PM

    Data and Productivity Benchmarks Help Meet Surgeon and Staffing Demands

    Room: Galerie 3

    Hospital CEOs believe talent shortages and workforce staffing are one of their biggest threats, according to a recent survey. Matching staffing supply with actual demand while minimizing overtime and premium pay is a vexing problem for many OR leaders. In this presentation, experts in OR optimization and labor analytics will share case studies and best practices to identify staffing levels and schedules. They will explain how the use of data and productivity benchmarks can improve physician relations and right-size the OR.

    Take Home Tool: Interactive tool for comparing current staffing levels with AORN guidelines and optimized targets, and recommendations for closing any gaps

  14. 3:00 PM – 4:00 PM

    Perioperative Leadership: How Can We Make Your Position as a Leader More Fulfilling?

    Room: Galerie 1

    Informal leadership development can enhance our position as leaders, leading to an improved work-life balance. This session focuses on the role attitude and emotional intelligence play in effective leadership, the development of informal leadership, and succession planning. The speaker will explain the importance of celebrating good attitudes versus tolerating poor ones. Attendees will receive a self-evaluation to test their own emotional intelligence and resources to learn more about this topic.

  15. 3:00 PM – 4:00 PM

    Making 'OR Hold' a New Bad Word: A Process Redesign for Perioperative Services

    Room: Galerie 2

    Hackensack University Medical Center, a 775-bed nonprofit teaching and research hospital in Bergen County, NJ, is the largest provider of inpatient and outpatient services in the state. Inefficiencies in preoperative clearance, bed management in the postanesthesia care unit (PACU), hospital capacity management, and team dynamics led to an average of 14 to 22 hours of OR hold per day. Through a collaborative team approach involving the surgical admissions suite, OR, PACU, and hospital capacity management, the team reduced OR holds to 1 hour per day per month and has sustained that for approximately 12 months while increasing overall case volume.

    Take Home Tool: Paper tools for change management and techniques for obtaining stakeholder ownership of process improvements

  16. 3:00 PM – 4:00 PM

    Reduce Costs and Improve Efficiencies with New Shared-Savings Model

    Room: Galerie 3

    The healthcare industry is rapidly shifting from "pay for volume” to "pay for value” business models. To align internal processes with these new payment models, some hospitals have partnered with industry and reduced costs by 15% or more through performance improvement initiatives. The presenter will explore how shared savings models between industry and hospitals can bring value. She will explain the important relationship between clinical, operational, and economic performance, and how data can be used to sustain improvements over time.

    Take Home Tool: Framework for an analytic dashboard that measures efficiencies, costs, and patient outcomes

  17. 4:00 PM – 4:30 PM

    Afternoon Networking Break

    Room: Exhibit Foyer

  18. 4:30 PM – 5:30 PM

    Tools for Successful Gap Analysis

    Room: Galerie 2

    Improvements in efficiency, patient safety, and effectiveness of care are possible when gap analysis is used to compare current processes and practices with evidence-based, best practice standards of patient care. Routine gap analysis is also recommended to ensure continuous survey preparedness. Gap analysis tools specifically tailored for perioperative nursing, along with scenarios that reinforce concepts for each tool, will be presented. A flowchart to map a process from start to finish, a cost analysis showing how incorrect processes increase costs, and a contingency diagram to assist in turning potential problems into solutions will be included.

    Take Home Tool: Flowchart, cost of poor quality analysis, and contingency diagram tools

  19. 4:30 PM – 5:30 PM

    Lessons Learned in Bundled Payments: Taking Control of the Total Episode

    Room: Galerie 3

    Understanding total cost of care is critical for today's healthcare systems. The panel will focus on the growth in alternative payment models, including bundles stipulated under the Centers for Medicare & Medicaid's Comprehensive Joint Replacement Program. The presenters have led their organizations to great success in early BPCI (Bundled Payments for Care Improvements) models and bundled payment programs. They will share best practices for managing costs and improving outcomes across the care continuum.

    Take Home Tool: Best practice cheat sheet

    • Michael Kelly, MDChairman, Department of Orthopedic Surgery and Sports Medicine Chairman, Department of Physical Medicine and RehabHackensack University Medical Center
    • Richard Iorio, MDDr. William and Susan Jaffe Professor of Orthopaedic Surgery, department of Orthopaedic SurgeryNYU Langone Hospital for Joint Diseases
    • Lorraine HutzlerAssociate Program Director, The Center for Quality and Patient SafetyNYU Langone Hospital for Joint Diseases
  20. 4:30 PM – 5:30 PM

    What to Expect When You Are Expecting to Convert to Your EHR

    Room: Galerie 1

    Many health systems are embarking on conversion of their electronic health record (EHR), and the preparatory work needed for overall success is often overlooked. A pre-project optimization effort should occur during the period between deciding to convert and kicking off the new system. This process is critical for ensuring that conversion stays on time and that the expected return on investment is obtained. Real-world recommendations will be covered.

    Take Home Tool: Checklist for Pre-Project Planning & Optimization

  21. 5:30 PM – 7:30 PM

    Creole on Canal Networking Dinner

    Room: Creole House Restaurant

    Join us at the Creole House and Oyster Bar for the best food and jazz on Canal Street, located conveniently across the street from the Marriott. Enjoy a three-course meal, a bar, live music, and network with your fellow attendees! Separate ticket required.

Thursday | February 2

  1. 9:00 AM – 9:30 AM

    Continental Breakfast

    Room: Exhibit Foyer

  2. 9:30 AM – 10:30 AM

    The Gang Mentality: Upward Bullying and Mobbing

    Room: Galerie 3

    Bullying and lateral violence have long been a problem in healthcare. Managers are often tasked with seemingly impossible measures to implement, and the changes they need to make are often met with hostility and resistance. Nurses and nurse leaders alike are at risk for bullying and mobbing behaviors in the workplace. These antagonistic group behaviors place patients in danger and further contribute to the nursing shortage we are currently experiencing. OR managers need to understand and utilize tools to effectively combat these behaviors. Recognizing and controlling bullying behaviors is vital to ensuring patient safety and quality outcomes.

    Take Home Tool: Tool for documentation of bullying and lateral violence episodes to assist with successful resolution

  3. 9:30 AM – 10:30 AM

    Transforming the Supply Chain with UDI-Compliant RFID Technology

    Room: Galerie 1

    The use of ultra-high frequency passive radio frequency identification (RFID) technology is helping leaders of some healthcare facilities comply with the FDA-mandated unique device identifier (UDI) standards. VUEMED, a global healthcare information business, has partnered with Beth Israel Deaconess Medical Center to help track recalled and expiring devices, achieve optimal par levels, and improve inventory tracking and patient records. The technology is allowing more accurate electronic medical records to be generated and is increasing charge capture.

    Take Home Tool: ROI model showing the benefits of adopting UDI-compliant RFID technology

  4. 9:30 AM – 10:30 AM

    Optimizing Surgical Capacity for Bundled Payments Using Data Analytics and ‘2-3’ and ‘3-4’ Flips

    Room: Galerie 2

    Designing a joint program or bundled payment model that melds with an existing block schedule, entrenched surgeon preferences, and _flip room” demands can be challenging. This presentation will detail the use of unique data analytics, simulation, and creative scheduling strategies to launch a new joint program in a small community hospital. The "3-4 Flip” and other schedule optimization strategies along with standardization led to improvements including a 19% increase in orthopedic volume, $300,000 in new net revenue, higher patient satisfaction, and decreased length of stay and blood transfusion rates.

    Take Home Tool: Lists of standardization elements, data elements, and suggested analytical approaches for implementation of a Joint or Bundled Payment program

  5. 10:30 AM – 11:00 AM

    Morning Networking Break

    Room: Exhibit Foyer

  6. 11:00 AM – 12:00 PM

    Cost-Saving Strategies of the Perioperative Surgical Home

    Room: Galerie 2

    The perioperative surgical home (PSH) is a multidepartment initiative aimed at transforming surgical care by improving quality, lowering costs, and increasing patient and provider satisfaction. Discover how the PSH care model can be used to improve resource utilization, reduce personnel costs, and ensure the most efficient provider mix. The importance of data analysis in establishing and evaluating a PSH will be explored, particularly in relation to optimizing staff scheduling and reducing late starts.

    Take Home Tool: White paper on how to reduce operating costs by improving staff utilization

    • Rich MillerFounder and Chief Strategy OfficerOpenTempo
    • Zeev Kain, MD, MBAPresident, American College of Perioperative Medicine, Chancellor’s Professor & Executive DirectorUniversity of California, Irvine
  7. 11:00 AM – 12:00 PM

    Developing Supply Value Streams Beyond Implant Pricing

    Room: Galerie 1

    Implant negotiations invariably center around the price of the implant, but what can you do to save money in addition to negotiating the most appropriate price? Non-monetary strategies, such as reducing the number of instrument/implant trays required for a procedure, getting longer-term contracts, moving toward per-sterilized implant systems, and standardizing biologic implants, can help save costs. Risk sharing with suppliers and surgeons is always fraught with legal and financial challenges, but there are ways to gain their support for successful implementation of strategies to keep costs down.

    Take Home Tool: Strategies for increasing value and reducing overall procedural costs

  8. 11:00 AM – 12:00 PM

    Cost Control in the OR: A Multipronged Approach for Success

    Room: Galerie 3

    A multipronged approach to reduce costs requires collaboration between staff and suppliers as well as data collection and monitoring. Our efforts involved cost awareness and education for surgeons and nurses, partnering with administration, collaborating with vendors, highlighting waste, monthly reporting, and the development of clear reporting tools. We improved transparency by providing information on the impact of product change on the total cost of the patient stay.

    Take Home Tool: Cost comparison templates for products and patient stays