Case Studies
How Opmed Uncovered $1.2M in Revenue Opportunity and $500K in Annual Cost Savings per OR
How Opmed Uncovered $1.2M in Revenue Opportunity and $500K in Annual Cost Savings per OR
How Opmed Uncovered $1.2M in Revenue Opportunity and $500K in Annual Cost Savings per OR
Operating room utilization is more than a single percentage. Five key metrics can help perioperative teams see where capacity is being lost and where there is opportunity to improve.
75–80%
75–80%
75–80%
75–80%
Prime-time utilization target
Prime-time utilization target
Prime-time utilization target
>90%
>90%
>90%
>90%
First-case on-time start benchmark
First-case on-time start benchmark
First-case on-time start benchmark
<20min
<20min
<20min
<20min
Turnover benchmark
Turnover benchmark
Turnover benchmark
For operating rooms, utilization can quietly become one of the biggest barriers to growth.
For operating rooms, utilization can quietly become one of the biggest barriers to growth.
For operating rooms, utilization can quietly become one of the biggest barriers to growth.
Every day, perioperative teams have to coordinate case demand, block allocation, surgeon availability, staffing, room availability, case duration, and changing conditions. Each factor is manageable on its own.
Every day, perioperative teams have to coordinate case demand, block allocation, surgeon availability, staffing, room availability, case duration, and changing conditions. Each factor is manageable on its own.
Every day, perioperative teams have to coordinate case demand, block allocation, surgeon availability, staffing, room availability, case duration, and changing conditions. Each factor is manageable on its own.
The difficulty comes from having to solve all of them at the same time.
The difficulty comes from having to solve all of them at the same time.
The difficulty comes from having to solve all of them at the same time.
A room can look fully scheduled and still have usable capacity hidden inside the day.
A room can look fully scheduled and still have usable capacity hidden inside the day.
A room can look fully scheduled and still have usable capacity hidden inside the day.
A case may be booked longer than necessary. Block time may sit unused. A late start can push delays across the schedule.
A case may be booked longer than necessary. Block time may sit unused. A late start can push delays across the schedule.
A case may be booked longer than necessary. Block time may sit unused. A late start can push delays across the schedule.
Understanding where that capacity is being lost requires looking beyond one utilization percentage.
Understanding where that capacity is being lost requires looking beyond one utilization percentage.
Understanding where that capacity is being lost requires looking beyond one utilization percentage.
The Challenge
Too many factors shape OR utilization
Too many factors shape OR utilization
Too many factors shape OR utilization
Traditional utilization reporting often reduces OR performance to a single percentage. But a utilization rate does not explain why capacity was lost or what teams can do about it. A change in one part of the schedule can quickly create consequences elsewhere. A case that runs longer than expected may delay the next procedure. An underused block may prevent another service from accessing available time. A late first case can reduce usable capacity across the rest of the day.
Traditional utilization reporting often reduces OR performance to a single percentage. But a utilization rate does not explain why capacity was lost or what teams can do about it. A change in one part of the schedule can quickly create consequences elsewhere. A case that runs longer than expected may delay the next procedure. An underused block may prevent another service from accessing available time. A late first case can reduce usable capacity across the rest of the day.
Traditional utilization reporting often reduces OR performance to a single percentage. But a utilization rate does not explain why capacity was lost or what teams can do about it. A change in one part of the schedule can quickly create consequences elsewhere. A case that runs longer than expected may delay the next procedure. An underused block may prevent another service from accessing available time. A late first case can reduce usable capacity across the rest of the day.
For perioperative teams, that means understanding several connected measures:
For perioperative teams, that means understanding several connected measures:
For perioperative teams, that means understanding several connected measures:
How much prime-time capacity is being used
How much prime-time capacity is being used
How much prime-time capacity is being used
Whether allocated block time matches demand
Whether allocated block time matches demand
Whether allocated block time matches demand
How accurately case durations are predicted
How accurately case durations are predicted
How accurately case durations are predicted
Whether the first case begins on time
Whether the first case begins on time
Whether the first case begins on time
How much time is lost between procedures
How much time is lost between procedures
How much time is lost between procedures
Whether recovered time can support additional cases
Whether recovered time can support additional cases
Whether recovered time can support additional cases
The challenge is not simply tracking each metric. It is understanding what they reveal together about the way OR capacity is being used.
The Approach
Look at utilization as an operational system
Look at utilization as an operational system
Look at utilization as an operational system
Rather than treating utilization as one isolated number, teams can evaluate the operational drivers behind it.
Rather than treating utilization as one isolated number, teams can evaluate the operational drivers behind it.
Rather than treating utilization as one isolated number, teams can evaluate the operational drivers behind it.
Prime-time utilization and block utilization help show whether existing OR capacity is being allocated and used effectively. Case-duration accuracy reveals whether the schedule is being built around realistic expectations. First-case starts and turnover help identify where usable time is being lost during the day.
Prime-time utilization and block utilization help show whether existing OR capacity is being allocated and used effectively. Case-duration accuracy reveals whether the schedule is being built around realistic expectations. First-case starts and turnover help identify where usable time is being lost during the day.
Prime-time utilization and block utilization help show whether existing OR capacity is being allocated and used effectively. Case-duration accuracy reveals whether the schedule is being built around realistic expectations. First-case starts and turnover help identify where usable time is being lost during the day.
Looking at these measures together gives teams a clearer picture of where capacity is being lost and which operational decisions may be contributing to it.
Looking at these measures together gives teams a clearer picture of where capacity is being lost and which operational decisions may be contributing to it.
Looking at these measures together gives teams a clearer picture of where capacity is being lost and which operational decisions may be contributing to it.
The goal is not simply to increase a utilization percentage. It is to identify where existing rooms, time, and resources can be used more effectively.
The goal is not simply to increase a utilization percentage. It is to identify where existing rooms, time, and resources can be used more effectively.
The goal is not simply to increase a utilization percentage. It is to identify where existing rooms, time, and resources can be used more effectively.
The Results
What the metrics can reveal
What the metrics can reveal
What the metrics can reveal
Looking beyond overall utilization can reveal meaningful operational opportunity.
Looking beyond overall utilization can reveal meaningful operational opportunity.
Looking beyond overall utilization can reveal meaningful operational opportunity.
75–80%
75–80%
75–80%
75–80%
Prime-time utilization
Prime-time utilization
Prime-time utilization
Prime-time utilization shows how much of the OR's core staffed time is being converted into procedural activity. Consistently lower utilization may indicate underfilled rooms, unused released time, or schedule gaps.
Prime-time utilization shows how much of the OR's core staffed time is being converted into procedural activity. Consistently lower utilization may indicate underfilled rooms, unused released time, or schedule gaps.
Prime-time utilization shows how much of the OR's core staffed time is being converted into procedural activity. Consistently lower utilization may indicate underfilled rooms, unused released time, or schedule gaps.
>70%
>70%
>70%
>70%
Adjusted block utilization
Adjusted block utilization
Adjusted block utilization
Adjusted block utilization helps show whether assigned OR time reflects actual demand. Repeatedly underused blocks may indicate opportunities to release or reallocate capacity.
Adjusted block utilization helps show whether assigned OR time reflects actual demand. Repeatedly underused blocks may indicate opportunities to release or reallocate capacity.
Adjusted block utilization helps show whether assigned OR time reflects actual demand. Repeatedly underused blocks may indicate opportunities to release or reallocate capacity.
<30 min
<30 min
<30 min
<30 min
Case-duration prediction error
Case-duration prediction error
Case-duration prediction error
Case-duration accuracy shows how reliably the daily schedule is being built. Smaller prediction errors can reduce unnecessary white space, overbooking, and downstream delays.
Case-duration accuracy shows how reliably the daily schedule is being built. Smaller prediction errors can reduce unnecessary white space, overbooking, and downstream delays.
Case-duration accuracy shows how reliably the daily schedule is being built. Smaller prediction errors can reduce unnecessary white space, overbooking, and downstream delays.
Together, these measures show how much operational opportunity can remain hidden inside an OR schedule when utilization is viewed as one number rather than as the result of multiple connected decisions.
Together, these measures show how much operational opportunity can remain hidden inside an OR schedule when utilization is viewed as one number rather than as the result of multiple connected decisions.
Together, these measures show how much operational opportunity can remain hidden inside an OR schedule when utilization is viewed as one number rather than as the result of multiple connected decisions.
From Reporting to Action
From Reporting to Action
From Reporting to Action
The value is not another utilization dashboard
The value is not another utilization dashboard
The value is not another utilization dashboard
For perioperative teams, the value of better utilization measurement is not another report showing what happened yesterday. It is having a clearer way to understand why capacity is being lost and what decisions could improve it. Unused block time limits access. Inaccurate case-duration estimates create gaps or delays. Repeated late starts reduce the amount of usable time left in the day. A more connected view gives teams another option: move from retrospective utilization reporting toward more coordinated operational decision-making.
For perioperative teams, the value of better utilization measurement is not another report showing what happened yesterday. It is having a clearer way to understand why capacity is being lost and what decisions could improve it. Unused block time limits access. Inaccurate case-duration estimates create gaps or delays. Repeated late starts reduce the amount of usable time left in the day. A more connected view gives teams another option: move from retrospective utilization reporting toward more coordinated operational decision-making.
For perioperative teams, the value of better utilization measurement is not another report showing what happened yesterday. It is having a clearer way to understand why capacity is being lost and what decisions could improve it. Unused block time limits access. Inaccurate case-duration estimates create gaps or delays. Repeated late starts reduce the amount of usable time left in the day. A more connected view gives teams another option: move from retrospective utilization reporting toward more coordinated operational decision-making.
The Bigger Picture
The Bigger Picture
The Bigger Picture
More capacity can start with better use of the OR you already have
More capacity can start with better use of the OR you already have
More capacity can start with better use of the OR you already have
Health systems often respond to growing surgical demand by looking for more staff, more rooms, or longer operating hours. But additional capacity does not always have to begin with additional resources. Sometimes the first opportunity is understanding whether the rooms, block time, staffed hours, and procedural capacity already available are being allocated as effectively as they could be. Looking at prime-time utilization, block utilization, case-duration accuracy, first-case starts, and turnover together can help reveal capacity that is difficult to see through overall utilization alone.
Health systems often respond to growing surgical demand by looking for more staff, more rooms, or longer operating hours. But additional capacity does not always have to begin with additional resources. Sometimes the first opportunity is understanding whether the rooms, block time, staffed hours, and procedural capacity already available are being allocated as effectively as they could be. Looking at prime-time utilization, block utilization, case-duration accuracy, first-case starts, and turnover together can help reveal capacity that is difficult to see through overall utilization alone.
Health systems often respond to growing surgical demand by looking for more staff, more rooms, or longer operating hours. But additional capacity does not always have to begin with additional resources. Sometimes the first opportunity is understanding whether the rooms, block time, staffed hours, and procedural capacity already available are being allocated as effectively as they could be. Looking at prime-time utilization, block utilization, case-duration accuracy, first-case starts, and turnover together can help reveal capacity that is difficult to see through overall utilization alone.
Together, these capabilities help transform fragmented OR data into coordinated action that can improve capacity, utilization, patient access, and operational performance. Benchmarks described here are intended as reference points and may vary based on hospital size, case mix, specialty, operating model, and local definitions of each metric.
Together, these capabilities help transform fragmented OR data into coordinated action that can improve capacity, utilization, patient access, and operational performance. Benchmarks described here are intended as reference points and may vary based on hospital size, case mix, specialty, operating model, and local definitions of each metric.
Together, these capabilities help transform fragmented OR data into coordinated action that can improve capacity, utilization, patient access, and operational performance. Benchmarks described here are intended as reference points and may vary based on hospital size, case mix, specialty, operating model, and local definitions of each metric.
Optimize the Capacity You Already Have
Opmed helps healthcare organizations turn complex operational decisions into opportunities for better utilization, increased capacity, and less manual work.
See how Opmed can help your team uncover more capacity within the resources you already have.
Optimize the Capacity You Already Have
Opmed helps healthcare organizations turn complex operational decisions into opportunities for better utilization, increased capacity, and less manual work.
See how Opmed can help your team uncover more capacity within the resources you already have.
Optimize the Capacity You Already Have
Opmed helps healthcare organizations turn complex operational decisions into opportunities for better utilization, increased capacity, and less manual work.
See how Opmed can help your team uncover more capacity within the resources you already have.