Yixin Yu1,2, K Thiran Jayasundera1, Jonathan Servoss3, David C Olson4, Carol George1, Kari Branham1, Devon H Ghodasra1,5, Paul Lee1, Yannis M Paulus1,6. 1. Department of Ophthalmology and Visual Sciences, University of Michigan, Ann Arbor, MI, USA. 2. Eye Center of Xiangya Hospital, Central South University, Changsha, Hunan Province, China. 3. Fast Forward Medical Innovation, University of Michigan, Ann Arbor, MI, USA. 4. Tech Transfer, University of Michigan, Ann Arbor, MI, USA. 5. Southeastern Retina Associates, Chattanooga, TN, USA. 6. Department of Biomedical Engineering, University of Michigan, Ann Arbor, MI, USA.
Abstract
BACKGROUND: Continuous quality improvement is a pillar of all surgical groups. Innovation is a critical aspect to continuously improve, but traditional staff retreats have several disadvantages which limit their utility in identifying needs and developing innovative solutions. To address these challenges, we designed the novel Think Tank Program to spur innovation and strategic planning for an academic ophthalmology department including the Kellogg Eye Center 6 operating rooms. METHODS: The Think Tank program is a structured seven-phase program for faculty in small teams to identify, innovate, and implement meaningful change. Participants brainstormed problems and possible solutions to those problems, formed teams, acquired data, and implemented meaningful change in clinical care, research, education, and administration. RESULTS: The program generated 19 novel proposals and significant faculty engagement and discussion in improving the department. A case example of improving the operating room (OR) utilization resulted in improved OR utilization from 63.8% to 74.6% over a 3 month period before and after implementation. It also resulted in a reduction of cancelled or rescheduled surgeries within 2 weeks or surgery from 29.8% to 15.2%. This resulted in an estimated positive financial margin of over $141,000 to the institution in addition to improvement in patient, surgeon, and staff satisfaction with the quality of care. CONCLUSIONS: Engaged faculty, critical data analysis, and value proposition analysis with data-driven metrics and accountability can result in a significant increase in OR utilization and reduction in surgical cancellations. Think Tank serves as a model transformative program to assist practices and institutions to best fulfill their mission while actively engaging and retaining their members.
BACKGROUND: Continuous quality improvement is a pillar of all surgical groups. Innovation is a critical aspect to continuously improve, but traditional staff retreats have several disadvantages which limit their utility in identifying needs and developing innovative solutions. To address these challenges, we designed the novel Think Tank Program to spur innovation and strategic planning for an academic ophthalmology department including the Kellogg Eye Center 6 operating rooms. METHODS: The Think Tank program is a structured seven-phase program for faculty in small teams to identify, innovate, and implement meaningful change. Participants brainstormed problems and possible solutions to those problems, formed teams, acquired data, and implemented meaningful change in clinical care, research, education, and administration. RESULTS: The program generated 19 novel proposals and significant faculty engagement and discussion in improving the department. A case example of improving the operating room (OR) utilization resulted in improved OR utilization from 63.8% to 74.6% over a 3 month period before and after implementation. It also resulted in a reduction of cancelled or rescheduled surgeries within 2 weeks or surgery from 29.8% to 15.2%. This resulted in an estimated positive financial margin of over $141,000 to the institution in addition to improvement in patient, surgeon, and staff satisfaction with the quality of care. CONCLUSIONS: Engaged faculty, critical data analysis, and value proposition analysis with data-driven metrics and accountability can result in a significant increase in OR utilization and reduction in surgical cancellations. Think Tank serves as a model transformative program to assist practices and institutions to best fulfill their mission while actively engaging and retaining their members.
Authors: James E McGowan; Jonathon D Truwit; Pam Cipriano; R Edward Howell; Margaret VanBree; Arthur Garson; John B Hanks Journal: J Am Coll Surg Date: 2007-05 Impact factor: 6.113
Authors: Peter Van Bogaert; Christoph Kowalski; Susan Mace Weeks; Danny Van Heusden; Sean P Clarke Journal: Int J Nurs Stud Date: 2013-06-16 Impact factor: 5.837
Authors: Jonathan Servoss; Connie Chang; David Olson; Kevin R Ward; Michael W Mulholland; Mark S Cohen Journal: J Surg Educ Date: 2017-10-06 Impact factor: 2.891