![]() ![]() Walmart and Amazon have been the most recent disruptors of the commerce industry, driving down prices and delivering products in an incredibly simple manner. Gaining precise insights as to how other industries have made such radical shifts can help us understand how we might improve the overall value we bring to the operating room and healthcare in general. ![]() The last two major industry holdouts to disruption have been education and healthcare. ![]() In general, this disruption involves new technology and ideas that deliver goods or services faster, cheaper, and better than the status quo. Insights from other industriesĭisruption has occurred in most industries, including media, food and beverage, travel, automotive, travel, commerce, and manufacturing. This production and efficiency have brought true value to our healthcare system, and we believe there is no reason why this simple, reproducible process could not disrupt every OR and bring concrete, measurable value to all parties. Presently, we are routinely doing 12 primary total joint cases by 12:00pm in two operating rooms. The authors have utilized a simple formula of radical time transparency coupled with operational excellence to fundamentally change the productivity and efficiency of our hospital and ambulatory surgery center (ASC). One of the greatest opportunities to reset and enhance healthcare will occur in the operating room.ĭisrupting the current level of operating room productivity and efficiency will be a major step toward true progress in the healthcare industry. While most other industries have undergone this type of disruption, healthcare continues to lag. This disruption must provide care that offers improved outcomes at a lower cost in a more convenient form. Thus, it is imperative that during this time of increased healthcare costs that are driving the US GDP, we develop new technologies, ideas, and techniques that will disrupt our healthcare industry. Unfortunately, there are few surgeons that are satisfied with their level of efficiency and the number of cases they perform. Our decision to become surgeons was based on our love of operating, thus our job satisfaction is directly related to our ability to operate as much as we can (Holzer et al. Most joint surgeons are restricted to an average of 3-4 cases per day (n.d.) and wonder why they can’t do more. Left to wait in surgeon lounges and complain about wasted time, we often spend more of our operative day waiting-and complaining-than operating. How efficient is your operating room? Ask any orthopedic surgeon and the response you will likely be met with a smirk, indicating some combination of disgust, disappointment and disillusionment. ![]()
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