Thursday, April 23, 2009
7:00-8:00 AM	Registration and Continental Breakfast
8:00-8:15 AM	Welcome and Overview
	Eugene Litvak, PhD
	This session will introduce attendees to the objectives of this Reengineering the Operating Room seminar.
8:15-8:30 AM	Introductions and Community Building
	Eugene Litvak
	During this session, attendees will share problems they have faced while running the operating room and managing surgical patient flow.
	Objective: Summarize problems that arise when managing the operating room
8:30-9:45 AM	Operations Management and Variability Methodology Overview
	Eugene Litvak
	The tools of operations management and variability methodology enable staff to significantly improve quality of care and patient throughput. This session will provide attendees with a brief overview of operations management and variability methodology.  Attendees will learn why reengineering the operating room is a key factor in improving hospital-wide efficiency and quality.
	Objectives: Describe operations management and variability concepts Understand why reengineering the operating room is a key factor in improving hospital-wide efficiency and quality
9:45-10:15 AM	Break
10:15-11:00 AM	Assessing Patient Flow and Hospital Operations
	Brad Prenney, MS,MPA
	During this session, faculty will present the steps required to conduct a hospital-wide patient flow assessment, explain the rationale for this system-wide evaluation, and introduce the key factors to consider when undertaking an improvement project of this scale. Faculty will also discuss how the interdependency of the operating room and other service areas create ripple effects felt throughout the hospital.
	Objectives: Explain the steps required to conduct a hospital-wide patient flow assessment Understand the rationale for a system-wide evaluation Identify factors to consider when undertaking improvement projects
11:00-12:00 PM	Variability in the Operating Room
	Michael Long, MD
	During this session, faculty will examine common organizational structures in the operating room that lead to multiple types of variability, affecting the delivery of care in the operating room and beyond.  This session will also examine strategies, both past and present, for managing different types of variability in the operating room.
	Objectives: Identify common organizational structures in the operating room that lead to variability Classify types of variability existing in the operating room Describe an approach for managing multiple types of variability in the operating room
12:00-1:00 PM	Lunch
1:00-2:00 PM	Reengineering the Operating Room to Improve Efficiency and Quality of Care
	Michael Long
	During this session, faculty will provide and discuss in detail an actual OR redesign, that will help attendees create their own plan to manage variability in their operating rooms to increase efficiency and improve patient care. Faculty will also discuss obstacles commonly faced by hospital staff during a redesign.
	Objectives: Create a plan to eliminate variability in your hospital’s operating room Describe common obstacles faced during operating room redesigns, and explain how to overcome these obstacles
2:00-3:00 PM	Data-driven Operating Room Design
	Kathleen Fuda, PhD
	A thorough analysis of high-quality data is critical to operating room redesign. This session will introduce the type and quality of data required, problems commonly encountered during data collection, and methods of analysis.
	Objective: Describe the type and quality of data required, problems commonly encountered during data collection, and methods of analysis
3:00-3:30 PM	Break

3:30-4:30 PM	Leadership for Transformation
	Uma Kotagal, MBBS, MSc
	During this session, faculty will focus on leadership strategies for supporting an OR redesign. Topics to be covered include: strategies for transforming a health system, the role of leadership in Pursuing Perfection, selection and execution of system-level projects, building capability to achieve results and other strategies for creating and sustaining breakthrough results.
	Objective: Describe leadership key strategies for creating and sustaining breakthrough results
4:30-5:00 PM	Summary and Q&A
5:00-6:00 PM	Cocktail Networking Reception
Friday, April 24, 2009
7:00-8:00 AM	Continental Breakfast
8:00-9:00 AM	Operating Room Improvements at Cincinnati Children’s Hospital Medical Center (CCHMC-MVP Case Study)
	Frederick Ryckman, MD
	Faculty will discuss actions required to implement "smoothing" principles within complex operating room scheduling. Strategies for smoothing intensive care unit (ICU) flow will also be presented, along with tactics for facilitating emergency surgeries within the an elective operating room schedule.
	Objectives: Apply “smoothing” principles to a complex operating room schedule Understand tactics for facilitating emergency surgeries within the an elective operating room schedule Describe strategies for smoothing ICU flow
9:00-10:00 AM	Operating Room Improvements at Boston Medical Center (BMC-MVP Case Study)
	John Chessare, MD, MPH
	Participants will explore a case study about an academic medical center that redesigned flow by reducing artificial variability in surgical scheduling.
	Objective: Describe the effects surgical scheduling have on artificial variability and flow
10:00-10:15 AM	Break
10:15-11:00 AM	Implementation Challenges – How to prepare for and address them (based on an MVP case study)
	Sandeep Green Vaswani
	Operating room redesign affects all constituents at certain points in time in different ways. The stages of OR design require a change of practice for surgeons, anesthesia, nursing and other staff groups. Additionally, disciplined project management is a prerequisite for a successful implementation. In this session attendees will learn about typical implementation challenges and strategies to prepare for and address these challenges.
	Objectives: Highlight key challenges for different constituents Learn how one hospital has addressed some, and continues to grapple with other implementation issues
11:00-12:00 PM	Perioperative Improvements and Link to Variability
	Marilyn Rudolph, RN, BSN, MBA
	During this session, faculty will present the key factors in managing perioperative variability and improving patient flow.  Perioperative improvements will be identified and their relationship to variability discussed.
	Objectives: Describe key considerations to help manage perioperative variability and improve patient flow Identify perioperative improvements and their relationship to variability
12:00-1:00 PM	Lunch
1:00-1:45 PM	Measuring Operating Room Improvement and Return on Investment
	Eugene Litvak (with participation from other faculty)
	Now that you’ve learned how to reengineer your operating room, and streamline patient flow, how do you predict the cost reduction and quality improvements that will result? This session will describe how to measure resulting financial and quality improvements and will help you understand the total return on the investment of your operating room redesign.
	Objectives: Understand the type of data you need to measure an improvement Use the data you’ve collected to predict what type of financial and quality results you should anticipate
1:45-3:00 PM	Challenges to Implementation & Q&A
	Faculty Panel
	This session touches on the technical, political and process-related challenges hospitals face while implementing improvements in their operating room.
	Objective: Identify the technical, political and process-related challenges hospitals face while redesigning their operating room
3:00 PM	Adjourn