Operating rooms (ORs) are among the most vital and resource-intensive areas of any hospital. They are central to surgical care and a major driver of hospital productivity.¹ Yet, despite their critical role, ORs are often hindered by inefficiencies that compromise patient outcomes, strain staff wellbeing, and reduce overall operational effectiveness.² A recent pan-European report, The Non-Value Report, sheds light on these challenges and offers a practical framework for improvement. Mikael Olsson provides an insight.
In a time where healthcare systems are under increasing pressure to do more with less, the efficiency of the OR has never been more important. Addressing inefficiencies in the OR is not only a matter of operational necessity, but also a strategic imperative for hospitals seeking to deliver timely, high-quality care.
The report draws on a combination of data analysis, a new survey of 200 OR nurses across the UK, Germany, Sweden, and Poland, and insights from an international panel of surgeons, nurses, academics, and hospital efficiency experts. Together, these sources provide a comprehensive view of how OR teams spend their time and the systemic inefficiencies that hinder their ability to deliver optimal care.
One of the most striking findings is that only 40%—55% of OR nurses' time is spent on direct patient care.3 The remainder is consumed by non-value-adding tasks such as housekeeping, inefficient documentation and excessive coordination. These activities, while often necessary, are not the best use of highly trained clinical staff.
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