Operating rooms present a significant financial burden for hospitals, where minor scheduling gaps or data inconsistencies can ripple across the entire system. Dr. Chad Mathis, the Chief Medical Officer at UofL Health-Louisville, discussed how the system addressed these issues by standardizing operations across 59 operating rooms. The team implemented centralized scheduling and a single data source to improve value and reduce costs.
Centralizing Scheduling and Data
Mathis notes that the initiative began with a lack of trust in the Electronic Medical Records data, as measuring methods varied by location. To fix this, the health system partnered with LeanTaaS to use the iQueue system for standardization. The organization also centralized its OR scheduling team and created a booking form with input from IT partners and the vendor.
A steering committee of representatives from across the organization defined key parameters. The group established targets for prime-time utilization and turnover time. This governance structure helped align the staff around a shared set of goals and metrics.
Financial and Operational Gains
Following these changes, the system observed a 4 percent year-over-year increase in case volume, adding more than 400 cases. Utilization of prime-time blocks rose by 3 percent. The health system recaptured 517,875 minutes of operating time through more efficient block releases. This efficiency translated directly into a monthly savings of $1.5 million in anesthesia costs. Anesthesia locums were also reduced as the system maximized block utilization.
Mathis explains that the system needed to adjust its block structure to encourage buy-in. By allowing doctors to release their time, other physicians could fill those slots. This dynamic increased access to operating room space for cases that were previously difficult to schedule. While the changes yielded operational benefits, Mathis admits that the transition was not without challenges. He notes that doctors can be protective of their time, and it took time to convince the staff to adopt the new system. The steering committee was instrumental in working through these concerns and maintaining transparency throughout the process.
UofL Health continues to refine its approach by monitoring utilization and adjusting blocks accordingly. The organization maintains its governance with the steering committee to ensure the system remains effective. Mathis highlights the importance of leadership in these initiatives, noting that the CEO’s continued engagement was a factor in the project’s success.
