Abstract
The operating room (OR) is responsible for significant hospital and practitioner revenue in US hospitals. However, the OR is also well recognized as a high-cost, high-risk environment, whose resources are often perceived as poorly utilized. The goal of OR management is to create a safe, efficient, and structured environment at minimal cost. OR management is responsible for the coordination of the components of the surgical suite to optimize patient outcome and surgeon access and minimize patient delay while maximizing resource efficiency (personnel, equipment, and time) and maintaining an effective workplace for all personnel (surgical, nursing, and anesthesiology). Effective OR management has become vital for stability and success as hospitals struggle in a declining revenue environment.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Further Reading
Macario A, et al. Where are the costs in perioperative care? Analysis of hospital costs and charges for inpatient surgical care. Anesthesiology. 1995;83(6):1138–44.
McIntosh C, Dexter F, Epstein RH. The impact of service-specific staffing, case scheduling, turnovers, and first-case starts on anesthesia group and operating room productivity: a tutorial using data from an Australian hospital. Anesth Analg. 2006;103(6):1499–516.
Tyler DC, Pasquariello CA, Chen C-H. Determining optimum operating room utilization. Anesth Analg. 2003;96(4):1114–21. table of contents.
Overdyk FJ, et al. Successful strategies for improving operating room efficiency at academic institutions. Anesth Analg. 1998;86(4):896–906.
Dexter F, et al. Estimating the incidence of prolonged turnover times and delays by time of day. Anesthesiology. 2005;102:1242–8.
Dexter F, Wachtel RE, Epstein RH. Event-based knowledge elicitation of operating room management decision-making using scenarios adapted from information systems data. BMC Med Inform Decis Mak. 2011;11:2.
Sexton JB, et al. Teamwork in the operating room: frontline perspectives among hospitals and operating room personnel. Anesthesiology. 2006;105(5):877–84.
Ruth E. Wachtel and Franklin Dexter. Influence of the operating room schedule on tardiness from scheduled start times. Anesth Analg. 2009;108(6):1889–901.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2015 Springer Science+Business Media New York
About this chapter
Cite this chapter
DeChancie, S.M., Hudson, M.E. (2015). Operating Room Management. In: Sikka, P., Beaman, S., Street, J. (eds) Basic Clinical Anesthesia. Springer, New York, NY. https://doi.org/10.1007/978-1-4939-1737-2_56
Download citation
DOI: https://doi.org/10.1007/978-1-4939-1737-2_56
Publisher Name: Springer, New York, NY
Print ISBN: 978-1-4939-1736-5
Online ISBN: 978-1-4939-1737-2
eBook Packages: MedicineMedicine (R0)