Utilizing Quality Improvement Methodology to Decrease Surgical Delays

Marina E Robson Chase; Madeline J Anderson; Wesley A Stephens; Brittany E Levy; Sherry Lantz; Jennifer Goforth; Melissa R Newcomb; Andrew M Harris

doi:10.1016/j.jcjq.2025.04.004

Utilizing Quality Improvement Methodology to Decrease Surgical Delays

Jt Comm J Qual Patient Saf. 2025 Apr 15:S1553-7250(25)00133-3. doi: 10.1016/j.jcjq.2025.04.004. Online ahead of print.

Authors

Marina E Robson Chase, Madeline J Anderson, Wesley A Stephens, Brittany E Levy, Sherry Lantz, Jennifer Goforth, Melissa R Newcomb, Andrew M Harris

PMID: 40382285
DOI: 10.1016/j.jcjq.2025.04.004

Abstract

Background: Surgical delays waste time and space and lead to patient safety concerns, staff and patient dissatisfaction, and increased operating room (OR) costs. Preventing delays is crucial to OR safety and efficiency. A quality improvement (QI) initiative was designed to identify common delay causes and implement targeted interventions to reduce overall case delays and first start case delays.

Methods: At a facility with eight full-time ORs, up to 21.5% of cases were delayed per month. Through a preintervention audit, preoperative paperwork issues were determined to be the most common cause of delays. Examination of the current state revealed irregular processes for preoperative paperwork completion and unreliable communication between the provider and preoperative teams. The paperwork completion process and preoperative communication were standardized. Cases were audited for paperwork issues, and rates of delays were analyzed using data collected from the electronic health record and OR scheduling systems.

Results: This project achieved a 39.2% relative reduction in overall delays and a 25.0% relative reduction in first start delays. The proportion of all cases delayed by paperwork was reduced by 60.1%, and the proportion of first start cases delayed due to paperwork was reduced by 49.6%. The rate of paperwork issues in all cases decreased by 43.3%. The project has matured to sustainability with lasting improvement in delay rates despite increasing surgical case volume.

Conclusion: These interventions substantially decreased total and first start delays, as well as delays due to paperwork issues. Understanding current state, designing appropriate interventions, and securing frontline staff buy-in are critical to achieving a QI goal. Through these principles, simple interventions considerably reduced case delays without added cost.