Introduction
A leading day surgery center in Singapore specializing in dental procedures faced operational challenges in managing growing patient demand while maintaining high standards of care. With increasing competition in Singapore’s healthcare sector and rising patient expectations, the center needed to optimize its workflows to improve throughput without compromising safety or quality. The center performed an average of 27 procedures daily across three operating rooms but had capacity to increase this volume with better processes and resource utilization.
Challenges
The center’s efficiency was hampered by several operational inefficiencies that affected throughput and staff satisfaction. Surgical setup times were prolonged due to non-standardized instrument sets and variable preparation protocols across different surgical teams. The scheduling system was suboptimal, leading to operating room underutilization and surgeon idle time between cases, with rooms typically used only 65% of available prime time hours. Inventory management was inefficient with overstocking of some items and frequent shortages of others, resulting in emergency purchases and increased costs. Additionally, turnover time between procedures averaged 45 minutes, significantly reducing daily capacity and extending patient wait times. These issues collectively limited the center’s ability to accept more referrals while maintaining its reputation for timely service.
Solution: Operational Excellence Program
The implemented solution introduced a comprehensive operational excellence program combining technology, process redesign, and staff engagement. Standardized surgical packs were developed for each of the 15 most common procedure types, containing all necessary instruments and supplies with standardized layouts that reduced cognitive load for nursing staff. Smart scheduling software was implemented using AI algorithms to optimize room utilization and sequence cases by complexity, patient age, and estimated procedure duration, incorporating buffer times based on historical variance analysis. Mobile instrument carts were customized with procedure-specific setups and par-level inventory systems using RFID tracking for automatic replenishment triggered when items were removed. Digital workflow integration included real-time case tracking visible to all staff members and automated supply replenishment systems that generated orders based on actual usage patterns rather than manual counts.
Implementation Process
The transformation employed a phased implementation approach to minimize disruption to clinical services. Current state analysis involved detailed process mapping of all surgical workflows and timing studies to identify specific bottleneck areas and quantify opportunity areas. Protocol standardization developed and tested standardized packs for all major procedures through iterative prototyping with surgical teams, incorporating their feedback into final designs. Technology integration deployed and customized the scheduling software with comprehensive staff training, including “train-the-trainer” sessions to build internal capability. Performance monitoring established key performance indicators and continuous improvement cycles with weekly review meetings and quarterly benchmarking against industry standards. The entire implementation was completed within four months, with measurable improvements visible within the first six weeks.
Results and Impact
The efficiency enhancements produced dramatic improvements across all operational metrics. Daily surgical capacity increased by 80%, enabling the center to perform 48 procedures daily compared to the previous 27 without increasing operating room space or staff numbers. Operating room utilization improved from 65% to 92% during prime hours, effectively adding the equivalent of one additional operating room through better scheduling. Turnover time between cases reduced from 45 to 15 minutes through standardized setups and dedicated turnover teams, while inventory costs decreased by 25% through better inventory management and elimination of emergency purchases. Patient satisfaction scores improved to 98% specifically regarding wait time management, and staff satisfaction increased by 35% as measured by annual survey due to reduced stress and better workflow organization. The center achieved Singapore Ministry of Health efficiency benchmarks six months ahead of projections.
Conclusion
The operational excellence program successfully transformed the day surgery center into a model of efficiency in Singapore’s competitive healthcare landscape, demonstrating how process optimization and technology integration can significantly enhance healthcare delivery. The center has since become a reference site for other ambulatory surgery centers in Southeast Asia, hosting numerous visiting delegations interested in replicating its success. The systematic approach to workflow analysis, technology implementation, and staff engagement provides a replicable framework for other healthcare facilities seeking to improve operational performance while maintaining high standards of clinical care and patient satisfaction.