Change in OR functions by incorporation of business model of service lines

27^th Surgical Nursing & Nurse Education Conference

OCTOBER 16-17, 2017 DUBAI, UAE

Munira Amin

Aga Khan University Hospital, Pakistan

Scientific Tracks Abstracts: J Nurs Care

Abstract :

In the competitive market of health care industry, all healthcare leaders are required to adopt transformation of the work considering the parameters of high quality and cost effective care to patients. In a tertiary care hospital in a developing country with the change in leadership a new concept of service line as a business model was introduced. The aim of this business model was not only to streamline the existing functions but was also to share ownership of work amongst the consultants and their team. In planning phase of this service line concept, a pilot was designed for baseline evaluation of general surgery related operating room parameters, which would then contribute in creating service level agreement between OR/Anesthesia and General Surgery service lines. The findings of this service line pilot revealed that operating room parameters i.e., start time, turnaround times, anesthesia release time, surgical preparation time and surgical time could remarkably be improved, if better planning and monitoring is taken into consideration.

Biography :

Munira Amin is a Nurse, working in operating room having versatile experience in operating room (OR) practices. She has worked in multiple domains of OR initiating from Registered Nurse working as Scrub and Circulating Nurse, Nurse Instructor, Operating Room Scheduler, Head Nurse and recently Operating Room Manager. She has been one the best emerging leaders who have changed OR domain from a war zone to a spring field. Before 2014, Operating Room was run by managers who were having no experience of Operating Room and hence there was no insight of on the ground functions. Due to this Operating Room services were going low in volumes, had mismanaged scheduling, unsatisfied staff, unorganized OR functions and reduced efficiency in OR system. For overcoming this chaos, a team was comprised with the objective of “improving OR Efficiency” and the team decided that the issues can only be overcome with the appointment of an innovative and dynamic leader and they identified “Munira” as the star. She has received multiple scholarships for participating and presenting in AORN (Association of Perioperative Nurses) Conference, and she was rewarded for that too. She has been one the best emerging leaders who have changed OR domain from a war zone to a spring field where all staff are working with happy faces, consultants are appreciating the developments and above all she has won hearts of all the patients with her dynamic management skill set. She is the upcoming star in AKUH’s Leaders and she has all the competencies of becoming Director OR.