ReviewDer Anaesthesist2007
[Key performance indicators of OR efficiency. Myths and evidence of key performance indicators in OR management].
Review in Der Anaesthesist, 2007. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 14 papers.
What it found
Each row is one number read from the abstract, on the scale the paper reported it, with its interval. Left of the dashed line favours the treatment, right favours the comparator. Under each row is the sentence it came from. New to these charts? A ten-minute tutorial.
The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.
The trial behind it
Trials whose registry record cites this paper, or whose number appears in the abstract. A trial that started after this paper was published is citing it as background, not reporting it.
Neither the registry nor the abstract names a trial number. If this is a trial report, that itself is worth knowing.
Who cites it
14 citing papers in PubMed.
- Impact of COVID-19 pandemic-induced surgical restrictions on operational performance: a case study at the University Hospital of Ulm.European journal of trauma and emergency surgery : official publication of the European Trauma Society · 2024Article
- Leveraging the potential of the German operating room benchmarking initiative for planning: A ready-to-use surgical process data set.Health care management science · 2024Article
- [Role-specific targets and teamwork in the operating room].Der Anaesthesist · 2017Article
- [Performance development of a university operating room after implementation of a central operating room management].Der Anaesthesist · 2016Article
- [OR minute myth : Guidelines for calculation of DRG revenues per OR minute].Der Anaesthesist · 2016Article
- [Treatment costs for anterior cruciate ligament reconstruction: procedure related cost analysis in an university hospital].Der Unfallchirurg · 2013Article
- [Economic impact of infected total hip arthroplasty in the German diagnosis-related groups system].Der Orthopade · 2012Article
- [Workflow management in the operating room. Analysis of potentials for optimizing efficiency at a university hospital].Der Anaesthesist · 2010Article
- [Quality of OR planning. Avoiding operating room underutilization or overutilization].Der Anaesthesist · 2010Review
- [The Göttingen manual for OR managers].Der Anaesthesist · 2010Article
- [Regional anaesthesia as advantage in competition between hospitals. Strategic market analysis].Der Anaesthesist · 2009Review
- [Time delay in beginning first OR positions in the morning].Der Anaesthesist · 2009Article
- [Operation room management: from degree of utilization to distribution of capacities. Cost reduction without decreasing productivity in the operation room using a new index].Der Anaesthesist · 2008Article
- [Utilization rates and turnover times as indicators of OR workflow efficiency].Der Anaesthesist · 2007Article
Corrections and comments
PubMed lists nothing against this paper. Absence here is not a guarantee, only a check that was made.
Authors and funding
3 authors.
Funding
No grant is acknowledged in the PubMed record.
Abstract
A variety of different key performance indicators, both for process and financial performance, are used to evaluate OR efficiency. Certain indicators like OR utilization and turnover times seem to become common standard in many hospitals to evaluate OR process performance. Despite the general use and availability of these indicators in OR management, the scientific evidence behind these data is relatively low. These process indicators are strongly influenced by artefacts and depend on planning process, resource allocation and documentation. Direct financial indicators become more important with increasing autonomy of OR management. Besides budgetary compliance the focus is set on the net results of internal transfer pricing systems. By taking part in an internal transfer pricing system, OR management develops from a mere passive cost center to an active shaper of perioperative processes. However, detailed knowledge of the origin of costs and pitfalls of internal transfer pricing systems is crucial. The increased transparency due to the free accessibility of diagnosis-related-groups (DRG) cost breakdown data can help to develop tools for economic analysis of OR efficiency.
Indexed as
Identifiers
17333035What OpenQuestion holds
Registered trials
Read under generation 80e0d062 · epoch 390. Bibliography from PubMed, PubMed Central and OpenAlex; grants from NIH RePORTER; trial links from ClinicalTrials.gov; estimates, votes and beliefs from the OpenQuestion graph.