while decreasing our after-hours work and cutting our overtime rates
almost in half — all while our case volume rose by more than 300%.
Best of all, we've done it without increasing room wait times, having
actually cut our turnover times by 14%.
We don't flip every surgeon for every case. There's always the danger
that improperly scheduled room flipping can create wait times for anes-
thesia and facility staff, or that the other case takes longer than antici-
pated. Room flipping is an art form that requires delicate balance and a
deft touch. If done correctly, though, it can improve your operations,
and be a huge satisfier for your physicians.
OSM
Mr. Peterson (peterd5@sutterhealth.org), the former administrator of the
Santa Rosa Surgery and Endoscopy Center, is the chief administrative officer
for Sutter Lakeside (Calif.) Hospital.
Business Advisor
BA
2 6 • O U T PA T I E N T S U R G E R Y M A G A Z I N E • A P R I L 2 0 1 7
Sutter
Health
Prioritize flipping
for cases where
the turnover time
is similar to the
case duration.