How much a hospital spends on surgical supplies and staffing depends largely on its physicians, who drive 75-85% of all quality and cost decisions. Much like the selection of surgical supplies, the choice of intraoperative neuromonitoring (IONM) providers has traditionally been left to the surgeons. As a result, it’s not uncommon to have three or more IONM providers supporting different surgeons within the same hospital. This often leads to unnecessary operational complexity and high managerial costs. And, while many non-consolidated, multi-provider environments originate from surgeon preference, they can actually have a negative impact on surgeon satisfaction. Consolidating providers is an attractive solution, but consolidation cannot be accomplished without surgeon buy-in, and that requires careful planning and coordination.
Sometimes a few fundamental changes can breathe new life into an existing process and, as a result, enhance the performance of your surgeons and staff. Even if your routine is working relatively well, service line changes in your operating room can achieve improved results, such as higher levels of surgeon satisfaction and patient care quality, both of which can generate greater value for your organization and your patients. But any changes in and around the surgical suite need surgeon support to optimize success. Here are six guidelines to help engage surgeons as a first step toward project planning and improved performance.