Abstract
A major problem in the operating room is the length of turnaround time between surgical cases. By decreasing this turnaround, staff overtime can be reduced and more cases can be scheduled during the day shift. In an era when cost cutting for hospitals is vital to maintain an operating margin, solving this problem is crucial. In addition, this can be a great satisfier for surgeons who can increase their daily workload in a more orderly, organized manner. To achieve our goal of decreasing turnaround time in the operating room, the authors review the implementation and outcomes of the application of Six Sigma.