Chris Zorn, vice president of sales for Spine Surgical Innovation and executive director of Minimal Incision-Maximum Sight (MIMS) Institute, identifies six ways to increase spine surgery productivity in an ambulatory surgery center.
1. Pick your team well. By selecting the team that works together, everything flows better, says Mr. Zorn. You should rarely see rotation of OR staff during a procedure. "In many hospital ORs outside of the United States, a team has come together because they like the type of cases and who they work with it seems," he says. "Obviously no surgeon will be forced to work with team members he/she doesn't want in room, anywhere. In ASCs you are recruiting the best you know. It matters."
2. Embrace simplicity. "The latest and greatest technology often comes with higher expense and extensive and long learning curves," Mr. Zorn says. "Stick to what is proven, accepted and think about how much trial and experimentation with the newest technology really costs you, not only in the cost of the devicess but the most important fact, your and your OR team's time."
3. Treat commodities as commodities. "We all have to think about the huge cost-price difference across the instrument, implant and device markets once you leave the United States," he says. "Cost pressure is rapidly mounting. The question is how long can these huge cost-price differences be acceptable to the consumers of surgery service and the payors?"
4. Choose the right cases. In an ASC, Mr. Zorn advises keeping cases simple. "Tough cases should always be in the hospital," he says. "Don't risk and complicate your practice and reputation."
5. Use lower payors as your benchmark. "If you consider your internal competition as the lowest payors, and you can make this be profitable for you, you will do fine," Mr. Zorn says. "Constantly look for incremental productivity gains."
6. Keep pushing internally for keeping things simpler and more efficient. This will always be rewarded, even in rapidly reducing payment and increasing volume environment. "Think about two, three or even four years from now," he says. "Make those improvements now and be prepared for the inevitable, so you don't have to react."
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