Phase 8 Ramp up

 1-3 months after first cases

Start slow

It’s taken years for the facility to become operational, and providers may be tempted to ramp up case volumes quickly. Gradually increasing case volumes will allow staff to become proficient with procedures, equipment and protocols, reducing the risk of errors and ensuring quality outcomes.

Process evaluation

Once cases are being performed on a regular schedule, issues and pain points will start to reveal themselves. Clinical, operational and financial processes should be evaluated and fine tuned to optimize efficiency. Staff at all levels should be encouraged to participate in process improvement initiatives.

Block time analysis

Block time should specifically be reviewed to ensure the optimal schedule is in place to reduce turnover times and optimize resource utilization including staff and equipment.

Surgeons in operating room using Stryker Mako robotics system

Payer strategy

Payer negotiations will continue well into the future, and until they are complete the surgery center will be limited on which patients it will be able to accept. It’s important to have a payer strategy - negotiations with the greatest potential impact should be prioritized and completed as soon as possible to support the ramp up of case volumes.

Milestones:

  • Process evaluation
  • Block time analysis
  • Payer strategy
  • Case costing
  • Forecast for purchases

 

Monitoring finances

Incoming revenue and operational expenses should be diligently monitored to ensure that the surgery center is establishing a strong foundation and trending toward long-term financial success. Insurance reimbursements typically take 30 to 60 days while expenses are incurred daily. It is crucial to track and measure financials to ensure adequate cash flow to fund ongoing operations.

 

Financial commitments

It’s important to maintain good relationships with suppliers and lenders to prevent late fees, penalties and disruptions to supply. On-time fulfillment of contractual obligations also demonstrates financial stability.

Surgery center hallway of equipment inventory

Inventory management

Managing cash flow is important for any new business, and excess inventory can tie up funds. It is recommended to place conservative stocking orders during the ramp up phase, and to carefully monitor growth patterns to plan for upcoming purchasing needs. Lead times should be taken into consideration when forecasting for future purchases.

Next phase of the new build process: Ongoing operations

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Ongoing operations

Key performance indicators (KPIs) should be established, measured and monitored to understand how the surgery center is trending month over month compared to organizational goals and industry benchmarks. 

View Phase 9

Phase 7: First cases

As first cases approach, there is an increase in activity. All staff should be hired and trained on all equipment, systems and processes.

Back to Phase 7