Podcast Summary: Alleviating Staffing Challenges in the OR with Dio Sumagaysay

Podcast: Becker’s Healthcare Podcast
Host: Scott Becker
Guest: Dio Sumagaysay, Vice President, Perioperative and Multi-Specialty Procedural Services, Oregon Health & Science University
Date: September 8, 2025

Episode Overview

This episode focuses on a critical issue for U.S. health systems: alleviating staffing challenges in operating rooms (ORs). The conversation centers on how Dio Sumagaysay and his team at Oregon Health & Science University tackled historically complex, manual staffing processes by implementing digital solutions—specifically, the LeanTaaS iQueue Staff Planner. Dio shares insights on the transformation, key outcomes, and the importance of culture and buy-in during technological transitions.

Key Discussion Points & Insights

Dio Sumagaysay’s Role and Context ([00:40]–[02:38])

• Dio oversees perioperative services and multiple specialty procedural areas at OHSU, including 54 ORs across four locations and non-OR services such as interventional radiology (IR), cath lab, GI endoscopy, and EP.
• OHSU is Oregon’s only academic hospital, demanding extensive coordination across complex practice environments.

The Challenge: Pre-Digital Staffing Processes ([03:11]–[07:14])

• Staffing and labor account for 50–55% of healthcare costs—“not sustainable from my perspective the way our healthcare as it is now.” ([03:21], Dio)
• Prior to implementing digital tools, the team juggled disparate systems:
  • Electronic health records
  • Kronos for time and attendance
  • Physical paper schedules
  • Whiteboards
• Manual processes were consuming: up to 30 hours weekly spent just on scheduling.
• Frequent issues included lack of “source of truth,” redundant workflows, double data entry, communication problems, and poor visibility into staff qualifications.
• A key risk: “They assign me to a room that I’m not trained to… If you have a physician not trusting their team... it’s not a very good place to work with and it’s not a good day to start the day.” ([06:23], Dio)

Implementation of LeanTaaS iQueue Staff Planner ([08:01]–[12:00])

• Three primary objectives:
  • Eliminate duplicative/redundant work and enhance efficiency
  • Reduce reliance on physical paperwork and whiteboards
  • Integrate all scheduling data into one “single source of truth” for team collaboration
• The new “automated, used workflow” streamlined roster assignment, facilitated real-time tracking of staff experience and proficiency, and created opportunities for targeted staff training and cross-training.
• “We’re able to update that in a roster and really have a significant time saving... They can do it in a second just because of using that tool.” ([09:40], Dio)
• Staff qualifications and assignment history are now visible, supporting better coverage and informed training/growth plans.

Measurable Outcomes and Impact ([12:34]–[15:42])

• Weekly staffing process time saved: ~25 hours
• Turnover time improvement: ~2 minutes faster between cases, driven by a 5-minute reduction in average case length due to consistent staffing.
• Care consistency: 30% increase in overall consistency, 30–40% improvement in staff coverage
• Onboarding efficiency: Shorter orientation periods due to better visibility on staff training status
• Staff morale: Greater “buy-in,” appreciation for data-driven scheduling, and reduced perceptions of favoritism/unfair scheduling:
  • "They are enjoying pretty much the use of the staffing tools because there is a lot of data. The decision making is really driven by data and that was really important for them." ([14:19], Dio)
  • "It really eliminates the notions of unfair scheduling and favoritism... unfair scheduling and favoritism sometimes can create a toxic environment and just really can cause a burnout among the staff." ([15:10], Dio)

Implementation Lessons & Culture ([16:00]–[16:45])

• Success was attributed to staff participation and transparency during implementation:
  • “They need to be part of the process. They need to be part of that implementation process decision making and they need to know the why behind [it].” ([16:10], Dio)
• “Pretty low support” was needed from IT; most work was handled by the LeanTaaS/IQ team and end users.

Notable Quotes & Memorable Moments

• “Staffing and labor cost is one of the most significant expenses in healthcare... sometimes exceeds to 50 to 55%.” ([03:14], Dio)
• “There’s really no source of truth for staff assignment... sometimes they spend about 30 hours each week just creating this schedule and it’s no longer sustainable.” ([03:44], Dio)
• “When you have the right staff that are assigned to the right room... you can improve that patient outcome.” ([13:54], Dio)
• “It really eliminates the notions of unfair scheduling and favoritism... [which] can create a toxic environment and just really can cause a burnout among the staff.” ([15:10], Dio)
• “The big part... is really the buy-in of the staff and they want to be part of the process.” ([16:06], Dio)

Key Timestamps

• 00:40–02:38: Dio’s introduction and OHSU context
• 03:11–07:14: Description of pre-digital, manual scheduling and its challenges
• 08:01–12:00: Transition to LeanTaaS iQueue; objectives and workflow changes
• 12:34–15:42: Outcomes—quantitative savings and impact on staff morale
• 16:00–16:45: Lessons learned and advice on implementation

Summary

Through thoughtful leadership, Dio Sumagaysay and the OHSU team were able to dramatically improve the efficiency and fairness of OR staffing using digital tools. Key gains include substantial time savings, better care consistency, improved morale, and the dismantling of perceived favoritism. The episode offers actionable insights for hospital leaders seeking to modernize operational practices, highlighting the central role of staff engagement and data-driven solutions.