Theatre efficiency
Addressing inefficiencies in the operating room
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. Nearly half of the nurses surveyed identified
delays in patient transfers as a significant issue, and 73% expressed concern that time pressures are compromising patient safety.3
The human
ensuring continuity of care. When their time is diverted to non-clinical tasks, the ripple effects are felt across the entire surgical team and, most importantly, by the patients themselves. The report also underscores the importance
of the OR team’s role in preparing the surgical environment, standardising practices to minimise errors and managing time effectively. Their expertise allows surgeons and other team members to focus entirely on delivering optimal care. When OR teams are empowered to work efficiently and consistently, the entire surgical process becomes more streamlined, safer and more effective.5 The report does not merely diagnose the
cost is equally concerning, with 60% of nurses reporting regularly skipping breaks due to workload, and 56% having considered leaving the profession within the past year.3 These findings highlight a critical issue in modern healthcare: inefficiencies in the OR are not just operational, they are deeply personal. They affect the wellbeing of healthcare professionals and the quality of care that patients receive.4
OR nurses play a pivotal role
in safeguarding patient safety throughout the surgical journey, acting as advocates and
One of the most striking findings is that only 40%–55% of OR nurses’ time is spent on direct patient care. The remainder is consumed by non-value-adding tasks such as housekeeping, inefficient documentation and excessive coordination.
problem — it offers a clear and actionable path forward. At the heart of its recommendations is a call to eliminate non-value-added activities and refocus OR teams on what truly matters. This means creating systems and environments that allow clinical staff to spend more time on patient care, professional development, and meaningful collaboration. It also means recognising the value of OR teams not just as support staff, but as integral contributors to surgical outcomes and hospital efficiency. To achieve this, the report outlines five key
strategies: 1. Adopt lean management principles Lean thinking, widely used in other industries, can be effectively applied in healthcare to identify and eliminate waste. This includes reducing unnecessary motion, overprocessing and waiting times. Applying lean principles encourages small, continuous improvements that can have a significant impact over time. Importantly, lean approaches are not about cutting corners — they are about working smarter, not harder.
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