Improve Performance in Your Perioperative Environment

meet wiseor

Why WiseOR? Simply put, most hospitals depend on their operating rooms to generate revenue, enhance their clinical brand, and to facilitate a healthier and sustainable outcome for patients. Like any other department in a hospital, managing an operating room has inherent challenges…and are provided the opportunity to correct these challenges and become better for it…the hospital wins as does the patient. WiseOR is the conduit for all of the above.


WiseOR optimizes resource allocation, including block optimization, staffing, and contribution margins; driving operating room performance through prescriptive analytics.


A block-scheduling system assigns a block of operating room (OR) time to each practicing doctor or group of doctors per a particular period of time (typically, on a weekly basis). The block is reserved for the owner’s exclusive use and when unused, the OR time is made available to other doctors. 

Frequently, this schedule does not schedule all of the surgical groups, but instead leaves gaps for the schedule to be modified manually on a per week basis.

In general, the schedule presents a large amount of unutilized time, with a typical utilization of 66%. The most efficient hospitals are able to get numbers above 80%. 

Block Scheduling Challenges: The current block schedule process is messy and political. Surgeons and service lines fight for access to preferential schedules, rooms, or equipment. Many variables go into a schedule; including robots, supply locations, seasonal changes, day of week issues, personnel requirements, future population health changes, case backlog, access to nurses, contribution margins, and teaching schedules. 

The result is that it is very hard to model, making a data gap that political forces use to influence the process.

Financial Impact: The cost to the hospital of a poorly managed block schedule is immense: staffing is about 50% of total costs and the capital expense of the building is also very high. Having them go unused is a direct hit to the bottom line. Similarly, revenue generated from even a 3% improvement in utilization is in the millions of dollars at any mid-size hospital.