Project Manager – Theatre Efficiency

Full time, 12 Month Fixed Term Contract

Published Thursday, June 6th, 2019 at 15:32 pm

  • Dublin

The Project Manager – Theatre Efficiency role is a new role that will provide a pivotal liaison point between Theatre and other areas of the hospital to ensure that patients arrive in theatre on time for surgery.

This role will work at identifying and helping to continually improve the processes that impact theatre start times in conjunction with the Continuous Improvement (C.I.) team.  As these improvements could change points of contact and processes relating to this role, it should be considered to be an evolving role.  But the primary goal remains the same, to ensure that patients arrive in theatre on time for surgery.

Requirements:

  • Bachelor degree in business, professional clinical qualification or equivalent qualification
  • Previous hospital/clinical experience is highly required.
     

Purpose of Post

  1. The “engines” of the hospital are the hospital’s 8 operating theatres. Here the most serious and complex surgical cases are treated. The Project manager role is a new role that will provide a pivotal liaison point between theatre and other areas of the hospital to ensure that patients arrive in theatre on time for surgery.
  2. The primary goal of this role is to remove any foreseeable obstacles that could stop patients from arriving in theatre on time, Before they become a problem on the day of surgery. To achieve this goal communication with the relevant patient touch-points is key, including (but not confined to):
    1. Consultants and their secretaries;
    2. The Theatre office, Theatre Manager, assigned holding bay nurse(s) and specialist Theatre nurses;
    3. Day Therapy administration and manager;
    4. Same day surgery unit (SDSU) nurses;
    5. Pre-operative assessment clinic nurses;
    6. Ward staff, Ward Clinical Nurse Managers and paediatric CNM;
    7. Test areas aligned with patients such as phlebotomy, biometry, etc.;
    8. Radiology and breast care;
    9. Oncology;
    10. Intensive care unit;
    11. Escalation points: COO, Director of nursing and Assistant Directors of nursing.
  3. This is a problem solving role, where pro-action, foresight, using your initiative and follow-up are essential to success.
  4. This role must also work at identifying and helping to continually improve the processes that impact theatre start times in conjunction with the Continuous Improvement (C.I.) team.  As these improvements could change points of contact and processes relating to this role, it should be considered to be an evolving role.  But the primary goal remains the same: get patients to theatre on time.

Duties and Responsibilities

  1. Review theatre lists at least 3 to 5 days in advance of the day of surgery (or earlier if possible) to identify potential issues that could impact a patient’s smooth pathway to theatre. 
  1. Take the issues in theatre lists that have been located in advance to the relevant touch-points to discuss and find resolutions prior to the day of surgery.  When resolutions are not possible until the day of surgery, then advise the relevant staff in advance so that they are forewarned and able to respond in a timely manner on the day.
  1. On the day of surgery be present prior to the start of the morning and afternoon lists to assist the holding bay with calling for patients and taking phone calls at these peak inflow times.  Be proactive when necessary to go to a ward, SDSU or Day Therapy if patients are not appearing in theatre on time and advise the nurses on duty.  If the patient is very late, escalate to the relevant CNM for immediate action.
  2. Record all issues that caused a patient’s delay to theatre on the day of surgery, then assign and send these issues out to the relevant staff, and also bring the issue list to the Operations Meeting each Thursday to answer any questions and mark off resolved issues.  Some issues may require face-to-face follow up.
  3. Set up and facilitate 10 minute “huddles” with key personnel to assist with bridging identified communication gaps.
  4. Identify and notify the Head of Continuous Improvement of more complex process related issues that require C.I. assistance to help resolve effectively. 
  5. Monitor the 3 key KPIs for this role and action if they are “out of control”: 1. Theatre overtime cost, 2. Number of lists starting late, 3. Time lost due to late starts.
  6. Carry out any other duty that may be assigned from time to time.

 

Job Descriptions available from HR, Kathryn McBride, T: 01 885 8692 or kmcbride@materprivate.ie.

To apply, please submit copy of CV to kmcbride@materprivate.ie no later than close of business on 14th June 2019

 

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