Reducing inpatient procedure turnaround times using a value analysis approach

Productivity, efficiency, and effective utilization of staff resources have become critical ingredients in reducing expenses with a rapidly diminishing pot of capital and operating dollars. When seeking process improvement, patient safety and quality clinical care must never be compromised. This article explores how one facility approached and developed performance standards using a "value analysis" team structure and applying analytical tools to track and monitor performance activity over time,as well examining the financial impact when operational efficiencies and turnaround time (TAT) improves and its potential impact on inpatient length of stay (LOS).