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ENHANCING THEATRE EFFICIENCY THROUGH STREAMLINED SURGICAL CONSUMABLES ACQUISITION AND UTILIZATION:A QUALITY IMPROVEMENT INITIATIVE AT PREMIER HOSPITAL,MOMBASA.

PRESENTER:

LENAH WANGARI KARUGA

NURSE OF THE YEAR(NMOYA AWARDS)2024.
THEATRE MANAGER
QUALITY IMPROVEMENT CHAMPION

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BACKGROUND

Efficient consumable management is essential for theatre productivity, patient safety, and cost control.
At Premier Hospital, 30% of surgical delays (Jan-July 2025) were linked to consumable inefficiencies.
Root causes:

Delayed procurement process, Inadequate tracking, Wastage and poor interdepartmental coordination.

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Causes of theatre inefficiency (baseline)Timeline graphic: Project duration(APRIL-JULY 2025)

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METHODOLOGY

Design:

Quality Improvement (QI) approach using Plan–Do–Study–Act (PDSA) cycle.

Data Sources:

Random sampling 30 staffs(Surgeons, Anesthesiologists, Nurses, theatre tecs, stores, procurement)

Baseline and post-intervention workflow audits & questionnaires

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QUALITY IMPROVEMENT APPROACH�(PDSA CYCLE)

PLAN

What will happen if we try something different?

Let’s do it.

STUDY

Did it work?

ACT

What’s next

Identify causes of surgical delays related to consumables (baseline audit and staff feedback).
Set SMART goal: reduce consumable-related surgical delays from 30% to 10% within 3 months.
Form multidisciplinary QI team (Theatre staff, QI, Procurement, Stores).

Implement real-time surgical consumable tracker.
Conduct staff training on documentation and reconciliation.
Establish daily communication between theatre and procurement.

Review data weekly to monitor changes in delay rates, cost efficiency, and traceability.
Compare post-intervention data with baseline (August–October 2025).
Identify successful strategies and areas needing refinement.

Standardize successful tools and communication protocols.
Integrate reconciliation tool into daily theatre operations.
Share learnings across departments for scalability (ICU,OPD, pharmacy, wards).

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RESULTS

INDICATOR	BASELINE	POST-INTERVENTION	CHANGE
Surgical delays due to consumables	30%	10%	↓20%
Cost control efficiency	70%	90%	+20%
Traceability to patient care	0%	100%	+100%
Team collaboration index	60%	85%	+25%

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Bar chart: Comparison of baseline and post intervention data

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CONCLUSION

Summary:

Streamlined consumable management improved theatre efficiency by 20%.

Fostered teamwork, cost control, and timely surgeries.

Improved patient safety and reduced unnecessary referrals.

Sustainability:

Integration of tools into daily theatre operations.

Continuous audits and QI reviews.

Scalability:

Model adaptable for ICU, OPD,IP wards, and pharmacy inventory systems.

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ACKNOWLEDGEMENT &REFLECTION

Acknowledgment:

Theatre staff, Procurement & Stores Teams

Hospital Management for QI support

Patients &Doctors for their trust and feedback

Reflection:

“When systems are efficient, patients are safe — and safety is everyone’s responsibility.”