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PubMed1996

[Analysis of the utilization of the operating room using a computer].

With this study, we intended to verify the possibility of settling a time control of the activities developed at the operating room of an University Hospital, which has more than 500 beds, through the introduction of a computer program. The results indicate that this kind of systematic time control, which is used by nurses, anaesthesia and surgery staff is able to offer a more rational utility to human and material resources.

Hospital Bed Capacity, 500 and over↗
PubMed1998

Exploring the ontology of surgical procedures in the Read Thesaurus.

The Read Thesaurus is a comprehensive user-led clinical vocabulary developed from earlier, and structurally simpler, versions of the Read Codes, with substantial input from United Kingdom health care professionals. A constituent template table underpins a range of functions, including semantic definition of concepts using object-attribute-value triples. Concept representation for surgical procedures has been investigated by a number of groups and a standard European structure has been proposed. Over 50% of the surgical procedures in the Read Thesaurus have been fully characterised using a number of attributes each with a defined concept field. We report progress to date and, based on our large-scale experience, examine the applicability of the European model to a user-defined terminology.

Europe↗
PubMed2004

Improving operating room performance in a center of excellence.

The financial success of centers of excellence typically depends on effective utilization of the OR. Therefore, it's important to align the strategy, structure, information and reporting systems, culture, and behavior of both entities. Moving from management based on anecdote to a data-driven process can enhance the quality of decision-making.

Benchmarking↗
PubMed1999

Forecasting surgical groups' total hours of elective cases for allocation of block time: application of time series analysis to operating room management.

BACKGROUND: Allocation of the correct amount of operating room (OR) "block time" can provide surgeons with access to sufficient OR time to complete their elective cases while optimally matching staffing with the elective case workload (to maximize labor productivity). To evaluate how to predict accurately total hours of elective cases performed by a surgical group using data from surgical services information systems, the authors addressed the following questions: (1) How many previous 4-week periods of data should be used to minimize error in forecasting a surgical group's total hours of elective cases? (2) Using the number of 4-week periods from question #1, can we detect trends or correlations between successive periods that could be used to improve forecasting accuracy? (3) How can results from questions #1 and #2 be used to calculate an upper prediction bound (upper limit) for the total hours of elective cases that will be completed in a future period? Prediction bounds can be used to budget staffing accurately. METHODS: Time series analysis was performed on total hours of elective cases over 39 consecutive 4-week periods from 17 surgical groups. RESULTS: The average of 12 consecutive periods' total hours of elective cases had an appropriate error profile. The observations within each series of 12 consecutive 4-week periods followed a normal distribution, with each observation of total hours of elective cases not correlated with the subsequent observation. CONCLUSIONS: The average of the most recent 12 4-week periods can be used to predict surgical groups' future use of block time.

Algorithms↗
PubMed1993

Validation of a centrally maintained computerized hospital database: comparison with operating room logbooks.

Substantial interest exists in variations in the use of surgical procedures by specific populations. Studies of this issue are often based on routinely collected data that are maintained in central computer systems. In this study a method is presented for examining the validity of such a database, which is maintained by Kupat Holim, in terms of sensitivity and positive predictive value by comparing its data to data from other information sources, such as operating room log books and in-patient medical records. The validation process was performed in Israel for three surgical procedures: cholecystectomy and prostatectomy each in four hospitals and hysterectomy in two hospitals. The sensitivity of the computerized database ranged from 90% to 98% and the positive predictive value from 96% to 99%. We conclude that the centrally maintained computerized database is a reliable source of information, however, when extremely accurate information is needed the use of complementary sources of information, e.g., operating room logbooks, is recommended.

Cholecystectomy↗
PubMed2006

An assessment of a point-of-care information system for the anesthesia provider in simulated malignant hyperthermia crisis.

In this prospective, controlled study we compared the ability of anesthesia residents to diagnose and treat a simulated malignant hyperthermia (MH) scenario with and without the ability to use the On-Line Electronic Help (OLEH) information system or any other written guidelines. The OLEH is a point-of-care information system for the anesthesia provider in the operating room. The score for MH treatment after diagnosis based on clinical actions was significantly higher (P = 0.018) in the OLEH-user group (21.5 +/- 4.9) compared with a control group (15.5 +/- 7.6). This study demonstrates the possible value of a point-of-care information system in patient care; however, the significance of the results may be limited by the participants' anticipation of an acute event during training requiring the use of the OLEH.

Anesthesiology↗
PubMed2000

Sequencing cases in the operating room: predicting whether one surgical case will last longer than another.

UNLABELLED: A microscope will be used for the first case of the day in operating room (OR) 1 and then may be used in the second case of the day by a different surgeon in a different OR, OR 2. Provided that the probability is reasonably high that the first case of the day in OR 2 will last longer than the first case in OR 1, the OR manager can be confident in scheduling the microscope to be used by both surgeons on the same day. The OR manager can use statistical decision theory to sequence cases to decrease the impact of limitations in equipment or personnel on case scheduling. This increases utilization of both the capital equipment and OR time. In this study, we derived equations that can be programmed into a surgical services information system to reliably estimate the probability that one case will have a longer duration than another. We confirmed the accuracy of our method by using actual case duration data. IMPLICATIONS: Our statistical method uses historical case duration data from an operating room information system to estimate the actual probability to within 1.5% that the second case of a pair will last longer than the first case of a pair.

Appointments and Schedules↗
PubMed2003

[The industrial management and the management of surgical units].

Management of operating rooms is moving nowadays. Financial constraints as well as new operating practices prompt the hospital manager to optimise the operating room utilisation. The manufacturing systems faced a similar situation in the early 1980, due to the increase in the cost of the energetic products and the new competitive environment. Manufacturers had to improve dramatically their management capabilities in order to overcome their financial and technical difficulties. If the manufacturing management is extensively developed nowadays, the operating room is still running on an intuitive, individual and manual basis. The purpose of this review is to describe the main features of the manufacturing management and to identify those relevant to the management of operating rooms.

Hospital Administration↗
PubMed2003

Inclusion of turnover time does not influence identification of surgical services that over- and underutilize allocated block time.

UNLABELLED: Allocation of operating room (OR) block time is an ongoing challenge for OR managers. In this study, we sought to determine whether inclusion or exclusion of turnover time in comparisons of block utilization would identify different surgical services as under- or overused. For a 13-mo period, we evaluated data extracted from the OR information system of a large academic medical center. During that time period, 15 surgical services performed 12,245 surgical procedures. Allocated block hours, number of first cases performed, total number of cases, and average case durations were determined. The average turnover time for each service was determined by a manual, case-by-case review of data from 1 mo. Raw utilization (RU; case durations only) and adjusted utilization (AU; case duration plus turnover time) were calculated for each service. Turnover time was credited to the service performing surgery after room turnover. Case du-ration was limited to surgeries performed during resource hours. Two indices of utilization (i.e., the usage rate of the service divided by the overall use of all ORs in the suite) were used to compare services: the RU or AU Index (RUI or AUI). Outliers were services with indices that were >1.15 or <0.85. The RUI identified three services as underutilizers and one service as an overutilizer. Using the AUI, the same outliers were identified, and no new services were identified. Examining the changes in index (between AUI and RUI), the percentage of to-follow cases highly correlated with changes in index (r(2) = 0.60); the average turnover time did not (r(2) = 0.002). Inclusion of turnover time did not change the services that were identified as under- and overutilizer. IMPLICATIONS: Turnover time is difficult to determine from existing operating room information systems. This study determined the use of block time with and without turnover time for each surgical service in a large academic hospital. Turnover time did not change identification of surgical services that over- (one service) or underused (three services) allocated block time.

Operating Rooms↗
PubMed2006

Surgical PACS for the digital operating room. Systems engineering and specification of user requirements.

For better integration of surgical assist systems into the operating room, a common communication and processing plattform that is based on the users needs is needed. The development of such a system, a Surgical Picture Aquisition and Communication System (S-PACS), according the systems engineering cycle is oulined in this paper. The first two steps (concept and specification) for the engineering of the S-PACS are discussed.A method for the systematic integration of the users needs', the Quality Function Deployment (QFD), is presented. The properties of QFD for the underlying problem and first results are discussed. Finally, this leads to a first definition of an S-PACS system.

Computer Simulation↗
PubMed2001

Seeding information management capacity to support operational management in hospitals.

There are vast amounts of regularly reported data in the information systems of hospitals, state and federal governments. The increase in accessibility offered by platforms such as the Health Information Exchange (HIE) in New South Wales (NSW) creates a new level of opportunity. Administrative data can also speak to clinical and managerial issues. The capacity to mine these data and use the information for improving quality and efficiency has not been well developed at the "coal face" of operational management. Whilst it has been both possible and useful to track utilisation of services to hospitals and patients as cost and volume, it has not been of interest to track these same data to the operational locus of care--the nursing unit, the operating room, the imaging department. With HIE-type systems, the information is now more readily available and operational managers know this. The challenge is to develop the interdisciplinary capacity to query administrative data to facilitate clinical and managerial decision-making. We report here a possible model of a systematic approach to developing this capacity and some of the results of equipping operational and clinical managers to study problems in their own work settings. These efforts have required no additional internal resources, while the payoffs have been considerable.

Data Collection↗