• Comprehensive Operating Room Management Consulting Services . . .

    . . . include surgery process and system assessment, cost manage-
    ment, facility evaluation and design, surgery information and bench-
    marking analyses, operating room schedule planning and administration and interim contract management.
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  • Experience Matters.

    SMI Group brings over 60 years experience to clients coast to coast. We can successfully assist you in every phase of the surgery process, including improving relationships between staff, surgeons & referring physicians. We deliver marketable, cost-efficient programs with the latest technology and techniques.
    Missing a deadline can be costly.
  • Answers. Coast-to-Coast

    Word of our success gets around – and so do we! SMI Group is proud of it's track record, literally from coast-to-coast. Regardless of where you are in North America, let SMI Group demonstrate how we can improve your hospital operation and bottom line.
    Coast-to-Coast Solutions from SMI Group
  • Let's sit down & discuss how SMI Group can help.

    Give us a call and let's talk about your hospital and operating room issues. We'll crunch some numbers and start your plan.
    Don't put it off another day.
    Call 734-327-4000 and talk with Sue.
    Let's sit down & discuss how Surgery Management Improvement Group can help
  • Succession Planning for the Operating Room

    SMI Group provides the tools and assistance to plan the management succession for your operating room. Our process identifies key roles, management capabilities of existing staff, and cultivates qualified internal candidates to become tomorrow's perioperative leaders.
    Let's talk about your financial future

New Orleans Medical Center Case Study

Improving Surgery Program Operational Effectiveness

Join the growing list of SMI Group Success Stories

As part of a consulting engage-
ment focused on surgery program operational effectiveness, SMI Group's consultant assisted this New Orleans hospital in identifying and implementing nearly $1.4 million in savings related to sterile processing and materials management.

The consultant formed and facilitated three rapid redesign teams to focus on improvements in instrumentation, preference cards/case cart development and supply management.

The plan included:

  • standardizing instrument sets and streamlining the instrument management process
  • developing a case cart system, consolidating supplies into one central area
  • identifying and eliminating "no move" supplies.

A staffing and operational analysis of the sterile processing area concluded that the bulk of the processing occurred from 10am to 6pm; however, there was a shortage of staff during that timeframe. As a result of the analysis, the staffing hours were reconfigured to meet the high demand for instrument processing during that time period.

RESULT: Reduced turnaround time and improved efficiency and physician satisfaction.


SMI Group - Case Studies