1. Surgical Scheduling: A Lean Approach to Process Improvement
Ross William Simon, BA, Elena G. Canacari, RN, CNOR 
AORN Journal 
Volume 99, Issue 1, Pages (January 2014)
DOI: /j.aorn
Copyright © 2014 AORN, Inc Terms and Conditions

2. Figure 1
Patient-related causes were the most frequent reasons for cancellation of orthopedic procedures, although there were numerous reasons a patient might cancel within 48 hours of surgery.
AORN Journal  , DOI: ( /j.aorn )
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3. Figure 2
In this excerpt from the swim lane process map used during a project to improve orthopedic surgery scheduling, the boxes represent steps in the processes and the hexagons represent problems identified when creating the process map. Process steps are included in a horizontal row dedicated for a particular department or function.
AORN Journal  , DOI: ( /j.aorn )
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4. Figure 3
Excerpt from a cause and effect diagram used during a project to improve orthopedic surgery scheduling. A cause and effect diagram can be used to help a quality improvement team consider any additional problems and root causes that might not be identified with an annotated swim lane process map.
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5. Figure 4
In this affinity diagram, the team split identified problems into seven groups. The types of solutions used to address each problem precede the problem on the diagram.
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6. Figure 5
An impact analysis grid can help identify which solutions will have the highest impact and the least difficulty to implement. Solutions to problems in the upper-left corner of the grid, for example, are both high impact and low difficulty.
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7. Figure 6
An excerpt from an activity scorecard used during a project to improve orthopedic surgery scheduling. Columns in the scorecard are (from left to right) the task number, short title of the task, the issue being addressed, the next activity, the task priority versus other tasks, who is responsible for completing the work, the target completion date, and the current status.
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8. Figure 7
A graphical depiction of a simple implementation plan can be used as a timeline for key action items during a process improvement project.
AORN Journal  , DOI: ( /j.aorn )
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9. Figure 8
Patient cancellations within 48 hours of surgery were reduced between June 2009 and October 2010 as a result of the improved orthopedic scheduling process.
AORN Journal  , DOI: ( /j.aorn )
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10. Figure 9
The number of instances of physicians changing the sequence of procedures within 48 hours of surgery was reduced between January and June 2010 as a result of the improved orthopedic scheduling process.
AORN Journal  , DOI: ( /j.aorn )
Copyright © 2014 AORN, Inc Terms and Conditions