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Recommended Citation
Crucero M, Wilkos-Prostran L, Francois P, Frigillano P, Arriaga F. Engaging the Environmental Services Team to Improve Turnover Time in the Operating Room. Quality Improvement poster presented at Transforming Practice: The Intersection of Technology and Nursing Excellence; Advocate Health Nursing Research and Professional Development Conference 2025; November 12, 2025; Virtual.
Presentation Notes
Quality Improvement poster presented at Transforming Practice: The Intersection of Technology and Nursing Excellence; Advocate Health Nursing Research and Professional Development Conference 2025; November 12, 2025; Virtual.
Abstract
Background
The operating room is a fast-paced environment that provides surgical, anesthesia and nursing services. Efficiency and optimization are a priority to provide safe and effective surgical care for the patients. In a suburban, Level 1 Trauma and teaching hospital, the operating room leaders collaborated with front-line nurses and environmental services personnel to look at opportunities to decrease turnover times and improve patient satisfaction.
Local Problem
Average turnover time is 43 minutes in the Operating Room and 31 minutes in the Ambulatory Surgery Center. Although there is no gold-standard on turnover times, Foster (2012) surveyed 134 hospitals and showed a range of 15 to 40 minutes with a median turnover time of 28.5 minutes.
Method
A Plan-Do-Study-Act method was used to assess the composition and responsibilities of each teammate. The turnover process was studied to identify inefficiencies. Leadership moved the environmental services team to report directly to the operating room for oversight and increase accountability. An in-depth training on surgical cleaning was provided.
Results/Conclusions
Electronic medical record analytics captured average turnover time. Post implementation, Main Operating Room turnover time decreased to 34 minutes while Ambulatory Surgery Center turnover time decreased to 27 minutes.
Implications for Practice
Improved turnover time improves patient safety and engagement by decreasing surgery wait time. The improvement also gives more time for nurses to focus on patient care and prepare for surgical cases.
Document Type
Poster
Publication Date
11-12-2025
Engaging the Environmental Services Team to Improve Turnover Time in the Operating Room
Background
The operating room is a fast-paced environment that provides surgical, anesthesia and nursing services. Efficiency and optimization are a priority to provide safe and effective surgical care for the patients. In a suburban, Level 1 Trauma and teaching hospital, the operating room leaders collaborated with front-line nurses and environmental services personnel to look at opportunities to decrease turnover times and improve patient satisfaction.
Local Problem
Average turnover time is 43 minutes in the Operating Room and 31 minutes in the Ambulatory Surgery Center. Although there is no gold-standard on turnover times, Foster (2012) surveyed 134 hospitals and showed a range of 15 to 40 minutes with a median turnover time of 28.5 minutes.
Method
A Plan-Do-Study-Act method was used to assess the composition and responsibilities of each teammate. The turnover process was studied to identify inefficiencies. Leadership moved the environmental services team to report directly to the operating room for oversight and increase accountability. An in-depth training on surgical cleaning was provided.
Results/Conclusions
Electronic medical record analytics captured average turnover time. Post implementation, Main Operating Room turnover time decreased to 34 minutes while Ambulatory Surgery Center turnover time decreased to 27 minutes.
Implications for Practice
Improved turnover time improves patient safety and engagement by decreasing surgery wait time. The improvement also gives more time for nurses to focus on patient care and prepare for surgical cases.
Affiliations
Lutheran General Hospital