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Association of an integrated management strategy with operating room efficiency, turnover time, and satisfaction: a
1The Second People's Hospital of Lianyungang, Lianyungang, China.
Background:
This study evaluated the association between implementation of an integrated management strategy-combining process optimization, information technology, and team collaboration-and changes in operating room turnover time and efficiency.
Methods:
This retrospective before-after study analyzed 120 elective non-first surgeries [60 pre-implementation (February-July 2024) and 60 post-implementation (August 2024-February 2025)] across five surgical departments at a tertiary hospital. On August 1, 2024, hospital administration introduced a new management protocol; the research team played no role in its design or implementation. Outcomes included turnover time, operating room utilization, preoperative readiness, and patient and surgeon satisfaction.
Results:
The post-implementation cohort showed shorter turnover time (40.75 ± 8.33 vs. 52.75 ± 8.20 min; Δ = -12.00 min, 22.7%), higher operating room utilization (82.33% vs. 71.91%; Δ = + 10.42 percentage points), improved preoperative preparedness (87.61 ± 6.22 vs. 81.38 ± 4.69; Δ = + 6.23 points), and higher patient satisfaction (39.05 ± 2.42 vs. 35.32 ± 2.42; Δ = + 3.73 points) and surgeon satisfaction (31.42 ± 3.08 vs. 26.03 ± 2.41; Δ = + 5.39 points).
Conclusion:
In this retrospective before-after study, implementation of the integrated management strategy was associated with shorter turnover time, higher operating room utilization, and improved satisfaction among both patients and surgeons. However, given the absence of a concurrent control group, causal inference is limited. These findings suggest a potential association worthy of further evaluation in prospective controlled studies.
