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Technical report
peer-reviewed

The Role of Organizational Culture in Operating Room Turnaround Time



Abstract

This analysis looks at the application of a robust process improvement methodology to achieve a sustained organizational change. The implementation took place in a safety net hospital’s operating suites that had a problem with relatively long, nonproductive turnover times between surgical procedures. Organizational leadership empowered stakeholders to use Lean and Six-Sigma tools to develop more efficient organizational processes. These processes were then implemented in a phased approach with careful attention to the organization’s culture. The result was a significant reduction in turnover times leading to greater operational efficiency.



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Technical report
peer-reviewed

The Role of Organizational Culture in Operating Room Turnaround Time


Author Information

David Ninan Corresponding Author

Anesthesiology, Riverside University Health System Medical Center, Moreno Valley, California, United States

Janet Zhu

Anesthesiology, Riverside University Health System Medical Center, Moreno Valley, California, United States

Amanda Kore

Anesthesiology, Riverside University Health System Medical Center, Moreno Valley, California, United States

Elizabeth Wasson

Anesthesiology, Riverside University Health System Medical Center, Moreno Valley, California, United States

Tricia Fullerton

Anesthesiology, Riverside University Health System Medical Center, Moreno Valley, California, United States

Barbara Ninan

School of Nursing, Loma Linda University


Ethics Statement and Conflict of Interest Disclosures

Human subjects: Consent was obtained by all participants in this study. Informed consent obtained. Animal subjects: This study did not involve animal subjects or tissue. Conflicts of interest: The authors have declared that no conflicts of interest exist.

Acknowledgements

Edited by John Essex from Peak Medical Editing.


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Technical report
peer-reviewed

The Role of Organizational Culture in Operating Room Turnaround Time

  • Author Information
    David Ninan Corresponding Author

    Anesthesiology, Riverside University Health System Medical Center, Moreno Valley, California, United States

    Janet Zhu

    Anesthesiology, Riverside University Health System Medical Center, Moreno Valley, California, United States

    Amanda Kore

    Anesthesiology, Riverside University Health System Medical Center, Moreno Valley, California, United States

    Elizabeth Wasson

    Anesthesiology, Riverside University Health System Medical Center, Moreno Valley, California, United States

    Tricia Fullerton

    Anesthesiology, Riverside University Health System Medical Center, Moreno Valley, California, United States

    Barbara Ninan

    School of Nursing, Loma Linda University


    Ethics Statement and Conflict of Interest Disclosures

    Human subjects: Consent was obtained by all participants in this study. Informed consent obtained. Animal subjects: This study did not involve animal subjects or tissue. Conflicts of interest: The authors have declared that no conflicts of interest exist.

    Acknowledgements

    Edited by John Essex from Peak Medical Editing.


    Article Information

    Published: May 17, 2017

    DOI

    10.7759/cureus.1257

    Cite this article as:

    Ninan D, Zhu J, Kore A, et al. (May 17, 2017) The Role of Organizational Culture in Operating Room Turnaround Time. Cureus 9(5): e1257. doi:10.7759/cureus.1257

    Publication history

    Received by Cureus: May 03, 2017
    Peer review began: May 09, 2017
    Peer review concluded: May 10, 2017
    Published: May 17, 2017

    Copyright

    © Copyright 2017
    Ninan et al. This is an open access article distributed under the terms of the Creative Commons Attribution License CC-BY 3.0., which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.

    License

    This is an open access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.

Abstract

This analysis looks at the application of a robust process improvement methodology to achieve a sustained organizational change. The implementation took place in a safety net hospital’s operating suites that had a problem with relatively long, nonproductive turnover times between surgical procedures. Organizational leadership empowered stakeholders to use Lean and Six-Sigma tools to develop more efficient organizational processes. These processes were then implemented in a phased approach with careful attention to the organization’s culture. The result was a significant reduction in turnover times leading to greater operational efficiency.



Want to read more?

Create a free account to continue reading this article.

Already a member? Login.



David Ninan

Anesthesiology, Riverside University Health System Medical Center, Moreno Valley, California, United States

For correspondence:
1profdoc@gmail.com

Janet Zhu

Anesthesiology, Riverside University Health System Medical Center, Moreno Valley, California, United States

Amanda Kore

Anesthesiology, Riverside University Health System Medical Center, Moreno Valley, California, United States

Elizabeth Wasson

Anesthesiology, Riverside University Health System Medical Center, Moreno Valley, California, United States

Tricia Fullerton

Anesthesiology, Riverside University Health System Medical Center, Moreno Valley, California, United States

Barbara Ninan

School of Nursing, Loma Linda University

David Ninan

Anesthesiology, Riverside University Health System Medical Center, Moreno Valley, California, United States

For correspondence:
1profdoc@gmail.com

Janet Zhu

Anesthesiology, Riverside University Health System Medical Center, Moreno Valley, California, United States

Amanda Kore

Anesthesiology, Riverside University Health System Medical Center, Moreno Valley, California, United States

Elizabeth Wasson

Anesthesiology, Riverside University Health System Medical Center, Moreno Valley, California, United States

Tricia Fullerton

Anesthesiology, Riverside University Health System Medical Center, Moreno Valley, California, United States

Barbara Ninan

School of Nursing, Loma Linda University