Listen to the September 17, 2009, informational call about this program led by faculty Eugene Litvak, PhD.
Download the Optimize OR Throughput and Efficiency Prospectus.
We are pleased to introduce a unique opportunity for up to 12 hospitals to work intensively with the world’s foremost experts on hospital throughput to reengineer patient flow in and out of the Operating Room (OR). Research and experience have shown that inefficiencies in the OR cause delays throughout the hospital system, and that reducing variability in the flow of surgeries is a high-leverage change with far-reaching implications for patient and staff satisfaction, clinical outcomes, and financial performance. The initiative will be led by Eugene Litvak, PhD, president and CEO of the newly-formed Institute for Healthcare Optimization (IHO) along with other faculty members from this institute. Dr. Litvak previously co-founded and directed the Program for the Management of Variability in Health Care Delivery at the Boston University Health Policy Institute. Dr. Litvak and colleagues have gained international acclaim for their breakthrough work in developing Variability Methodology, which enables the application of Operations Management tools proven in a variety of industries to improve the flow of patients in busy health care settings.
Typically, there are two choices for support in this area of work:
- A consulting contract (which usually involves an intensive, customized one-on-one engagement and a cost of $500,000 - $1,000,000 or more); or
- A traditional collaborative program (which typically includes dozens of organizations, moderate direct faculty support, and a price tag of $10,000 - $15,000).
This initiative combines the “best of both worlds.” Participating hospitals will receive individualized, intensive, and direct support from world-class specialists in this area, and this support will occur within a collaborative structure that enables participants to share data, ideas, and lessons learned with each other. This powerful combination offers a potent platform for change.
Based on results from the organizations that have previously engaged in this type of work with Dr. Litvak and his colleagues, hospitals that make this commitment can anticipate a substantial return on their investment. These returns are typically in the form of improved access to emergency care, decreased bumping and delays of elective cases, increased surgical volume and throughput, reduced overtime, and increased staff satisfaction and retention. For example, as stated in a recent article in the Boston Globe, “Cincinnati Children's Hospital estimates efficiency measures will allow the hospital to generate an additional $137m in revenue this year from treating more children with the same staffing levels.” Other examples are outlined in a soon-to-be-published book, Managing Patient Flow in Hospitals, by Dr. Litvak and colleagues who serve as faculty for this program. Although results will vary, the combined financial benefit from these and other positive outcomes commonly results in annual additions to the bottom line of over $1 million.
Listen to Frederick C. Ryckman, MD, Clinical Director of Pediatric Surgery, Cincinnati Children's Hospital, as he talks about their experience working with Dr. Eugene Litvak.
