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An inventory of tasks conducted in the operating room and their respective time consumption was conducted on a surgical floor with four operating rooms, each staffed by one registered nurse (RN) and one certified nursing assistant (CNA). The RN and CNAs documented their work carried out during the course of a few days. Based on the documented data, the daily tasks were subdivided into specific groups that were further lumped into performance categories. A protocol for documentation of completed tasks was developed, in which members of the surgical team recorded completed tasks and time used for said tasks during (10) working days. The maximum surgical capacity on the floor was defined as; Number of operating rooms × The surgical team's actual work time. This sum was labelled the time for Cumulative Staffed Operating Room, or CSOR-time. The results showed that RNs performed 20 specific tasks, and CNAs performed 18. The most time consuming tasks were in the categories of «Assist / Wound care» and «Assist in OR» which made up 40% of the CSOR-time. The category «Patient Related Tasks» made up approximately 70% of the CSOR-time. It was found that the operating rooms used a good 60% of the CSOR-time. The categories «Waiting» and non-scheduled «Rest Time» made up 10% and 15% of CSOR-time, respectively. Conclusion: The surgical teams are efficient. Streamlining, which is essential in order to create a better and less hectic work environment, can be achieved if all aspect of tasks performed by the team during surgery are considered during scheduling of surgical procedures. Inefficient wait time must be identified and minimised. The invented method for analyses of daily tasks and there time consumption was found to meet raised demands regarding utility and accuracy.

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