Book contents
- Operating Room Leadership and Perioperative Practice Management
- Operating Room Leadership and Perioperative Practice Management
- Copyright page
- Dedication
- Contents
- Contributors
- Foreword to third edition
- Foreword to first edition
- Preface to the Second Edition
- Section 1Leadership and Strategy
- Section 2Economic Considerations, Efficiency, and Design
- Chapter 7Disruptions in Surgery
- Chapter 8Influence of Operating Room Staffing and Scheduling on Operating Room Productivity
- Chapter 9Operations Management and Financial Performance
- Chapter 10Reengineering Operating Room Function
- Chapter 11Operating Room Design and Construction
- Chapter 12Operating an Ambulatory Surgery Center as a Successful Business
- Chapter 13Influence of Patient- and Procedure-Specific Factors on Operating Room Efficiency and Decision Making
- Chapter 14Operating Room Management in Future Perioperative Medicine Models of Care
- Chapter 15Non-Operating Room Locations
- Chapter 16Efficiency and Scheduling
- Chapter 17The Role of Artificial Intelligence in Transforming Operating Room Performance
- Chapter 18Operating Room Budgets
- Section 3Surgical and Anesthesia Practice Management
- Section 4Nursing
- Section 5Safety, Standards, and Information Technology
- Index
- References
Chapter 16 - Efficiency and Scheduling
from Section 2 - Economic Considerations, Efficiency, and Design
Published online by Cambridge University Press: 27 May 2026
Edited in association with
Book contents
- Operating Room Leadership and Perioperative Practice Management
- Operating Room Leadership and Perioperative Practice Management
- Copyright page
- Dedication
- Contents
- Contributors
- Foreword to third edition
- Foreword to first edition
- Preface to the Second Edition
- Section 1Leadership and Strategy
- Section 2Economic Considerations, Efficiency, and Design
- Chapter 7Disruptions in Surgery
- Chapter 8Influence of Operating Room Staffing and Scheduling on Operating Room Productivity
- Chapter 9Operations Management and Financial Performance
- Chapter 10Reengineering Operating Room Function
- Chapter 11Operating Room Design and Construction
- Chapter 12Operating an Ambulatory Surgery Center as a Successful Business
- Chapter 13Influence of Patient- and Procedure-Specific Factors on Operating Room Efficiency and Decision Making
- Chapter 14Operating Room Management in Future Perioperative Medicine Models of Care
- Chapter 15Non-Operating Room Locations
- Chapter 16Efficiency and Scheduling
- Chapter 17The Role of Artificial Intelligence in Transforming Operating Room Performance
- Chapter 18Operating Room Budgets
- Section 3Surgical and Anesthesia Practice Management
- Section 4Nursing
- Section 5Safety, Standards, and Information Technology
- Index
- References
Summary
Operating room efficiency is a very complex topic that envelopes multiple systems in the perioperative arena. Pre surgical planning and patient screening must occur prior to surgical scheduling. The schedule must be optimized with through daily huddles with anesthesiologists, lead nurses, and coordinators. Daily operations can change due to the dynamic nature of the operating room. Constant communication between the anesthesiology clinical director and charge nurse make changes to optimize the valuable resource: operating room time
Information
- Type
- Chapter
- Information
- Operating Room Leadership and Perioperative Practice Management , pp. 174 - 178Publisher: Cambridge University PressPrint publication year: 2026
References
Dexter, F., Ledolter, J., and Wachtel, R. E., Tactical decision making for selective expansion of operating room resources incorporating financial criteria and uncertainty in subspecialties’ future workloads. Anesth Analg, 2005; 100(5): 1425–32, table of contents.CrossRefGoogle ScholarPubMed
Strum, D. P., Vargas, L. G., and May, J. H., Surgical subspecialty block utilization and capacity planning: A minimal cost analysis model. Anesthesiology, 1999; 90(4): 1176–85.CrossRefGoogle ScholarPubMed
Saver, C., Multiple OR multidisciplinary team huddles promote ownership process improvements, 2014; 30(4): 24–5.Google ScholarPubMed
Wachtel, R. E., and Dexter, F., Tactical increases in operating room block time for capacity planning should not be based on utilization. Anesth Analg, 2008; 106(1): 215–26, table of contents.CrossRefGoogle Scholar
Stepaniak, P. S., Mannaerts, G. H. H, de Quelerij, M, and de Vries, G, The effect of the operating room coordinator’s risk appreciation on operating room efficiency. Anesth Analg, 2009; 108(4): 1249–56.CrossRefGoogle ScholarPubMed
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