Theatre efficiency
or sharing concerns, is essential for effective communication - this could involve debriefing sessions where staff can share honest feedback without fear of repercussions. This kind of culture not only improves teamwork but also reduces the risk of errors and enhances patient outcomes.
These strategies are not theoretical ideals – they are practical, evidence-based recommendations that can be implemented today. Hospitals that have adopted lean management techniques report smoother workflows and fewer delays. Those that have implemented digital scheduling tools see more predictable OR utilisation and reduced overtime. And teams that work together consistently develop a rhythm and trust that enhances both efficiency and patient care.5 The emphasis on staff wellbeing is particularly
timely, as the healthcare sector is facing a global workforce crisis, with burnout and attrition rates at alarming levels. The report makes it clear that improving OR efficiency is not just about doing more with less, it’s about creating a sustainable environment where healthcare professionals can thrive. When nurses are able to take their breaks, when they feel supported and valued, and when they can focus on the work they trained for, everyone benefits — patients, staff and the hospital as a whole. Professor Jaideep Pandit, Clinical Director
at Oxford University Hospitals in the UK, summarises the report’s ethos succinctly: “By addressing inefficiencies in operating rooms, we can empower healthcare teams to focus on their primary mission: improving lives.” This sentiment is echoed throughout the report, which positions efficiency not as an end in itself, but as a means to enhanced care, improved outcomes and better working conditions. The report also highlights the importance
of collaboration across disciplines. Efficiency improvements are most successful when they
are co-designed with input from all members of the OR team, including surgeons, nurses, anaesthetists and support staff. This inclusive approach ensures that changes are practical, sustainable and aligned with the realities of day-to-day clinical work. It also fosters a sense of shared ownership and accountability, which is essential for long-term success. Moreover, the report encourages hospital leaders to take a proactive stance. Rather than waiting for inefficiencies to become crises, organisations should regularly review OR performance data, seek feedback from frontline staff and invest in continuous improvement initiatives. This kind of proactive leadership is essential for building a culture of excellence and resilience.
Looking ahead, the findings of the Non-Value
Report serve as a timely reminder that the future of surgical care depends not only on innovation in clinical techniques, but also on how well we support the people and processes behind every procedure. By addressing inefficiencies, hospitals can create environments where OR teams are empowered, patients are safer, and resources are used more effectively. Ultimately, the message of the Non-Value
Report is clear: it is time to make room for what matters. By eliminating non-value- added activities and implementing targeted efficiency strategies, hospitals can improve both performance and the daily experience of those working in surgical care.
To explore the findings and recommendations in the Non-Value Report, visit: https://www.
molnlycke.co.uk/campaigns/or-efficiency-a/ YouTube link: https://youtu. be/246Sfafq40s?feature
References 1. Cholewa J, Kaneriya A, Anderson MB. Data Driven Insights to Operating Room Inefficiencies: What’s next? Part
1.Journal of Orthopaedic
Experience & Innovation. 2024 Aug 23;5(2).
2. Ball JE, Murrells T, Rafferty AM, et al. ‘Care left undone’ during nursing shifts: associations with workload and perceived quality of
care.BMJ Qual Saf. 2014 Feb 1;23(2).
3. Censuswide. Survey of operating room nurses (n=201). Fieldwork conducted between 20 November and 3 December 2024.
4. Mathenge C. The importance of the perioperative
nurse.Community Eye Health. 2020;33(110):44. Available from: https://pmc.
ncbi.nlm.nih.gov/articles/PMC8115701/
5. Chellam Singh B, Arulappan J. Operating Room Nurses’ Understanding of Their Roles and Responsibilities for Patient Care and Safety Measures in Intraoperative
Practice.SAGE Open Nursing. 2023 Jul 13;9. Available from:
https://journals.sagepub.com/ doi/10.1177/23779608231186247
CSJ About the author
Mikael Olsson is a seasoned professional based in Gothenburg, SE, currently serving as the Global Marketing Communications and Brand Manager at Mölnlycke. With over 25 years of experience in sales, marketing and leadership, Mikael has held key roles at several prestigious companies such as Axel Gillblad & Co AB, Tiger of Sweden, and Nobel Biocare.
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