Dr. Jake Taylor Jacobs

When quality issues slip through, patient safety is compromised.

When the OR can't trust SPD, they build workarounds that consume resources and create friction.

All of those problems originate upstream.

And all of those problems limit what's possible downstream.

This is why we always start.

with SPD when we do perioperative turnarounds, not because SPD is the most glamorous function, not because it's where the money is most visible, but because it's the constraint.

And the theory of constraints tells us improving anything other than the constraint doesn't improve the system's performance.

It just looks better.

You can optimize the OR to perfection, but if SPD can't reliably deliver instruments, the OR will never perform at its potential.

Fix SPD first, then harvest the downstream gains.

Now, here's what gets interesting.

The SPD directors sitting in the leadership meeting, they're not hearing what you're hearing.

They're not seeing what you're seeing.

Their metrics look fine.

Turnaround times are acceptable.

Volume is being processed.

Productivity ratios are in range from where they sit.

The operation is working.

But you're experiencing something different.

The CFO sees cost climbing in ways that don't make sense.