Before the discussion, I toured the Beaumont facility, from its oncology wing to its pediatric center. From a glass-enclosed room, I observed the hospital's 1,600-square foot hybrid/cath lab/operating room at the Suzanne & Herbert Tyner Center for Cardiovascular Interventions, where minimally invasive, yet complex heart procedures are performed.
When I arrived, a patient was being attended to by a dozen doctors, nurses, and other staff in the OR suite. Cardiovascular surgeons led the team. It appeared to be a comfortable and spacious setting. No elbows got in the way. As a group of doctors focused on the procedure, others checked medical devices, passed instruments back and forth, and scanned overhead monitors.
At one point, a staffer in the OR did a little dance, obviously a sign that everything was going well. That's a sign that things are in alignment.
The Beaumont OR team focuses on building improved outcomes and patient satisfaction. Physician leadership is designated for each of the hospital system's committees, hospital officials told me. Physicians collaborate with nurses to implement hospital processes and sets goals. And physician champions are named to help oversee quality goals and needs.
The doctors take good care of patients, but hospital leaders want them to go further, by taking the time to sit in patients' rooms and listen.