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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↗
PubMed1999

[Operating room management].

The changing health care climate has triggered important changes in the management of high cost components of acute care facilities. By integrating and improving management of various elements of the surgical process, health care institutions are able to rationally trim costs while maintaining high-quality services. If the results of surgery are viewed as a product, everything associated with surgery can be evaluated as one would a manufacturing process. All steps involved in producing the end result can and should be analyzed with the goal of producing an efficient, economical and quality product. The leadership that physicians can provide is crucial to the success of this undertaking. The role of the anesthesiologist in the management of the operating room setting (OR) has gained broad acceptance because: a) it contributes to the effort of a larger team process; b) the anesthesiologist ordinarily practices in the OR setting; and c) the anesthesiologist can view the priorities of the OR in an unbiased manner. Many of the successful concepts in managing an OR are just common sense. The single best opportunity for dramatic improvement in effective resource use in Surgical Services lies in the perioperative process. The management strategy must focus on process-measurement using information technology and feedback implementing modern quality management tools. The impact of new treatments, drugs, devices and process changes can be assessed rationally.

Appointments and Schedules↗
PubMed1985

Surgically-related applications of computerized operating room data.

ORMIS data are currently used in a wide range of surgically-related applications--surgical activity reporting, graduate education and residency reporting, clinical research, surgically-related administration and surgical suite administration. Use of the system within Henry Ford Hospital has been increasing as it becomes better known and as its potential usefulness becomes better understood. Willingness to use ORMIS data depends, in large part, upon the perceived accuracy of the stored data and the ease with which these data can be retrieved and reported in a useful form. A high degree of confidence in ORMIS data has been achieved through considerable surgical staff involvement in the ongoing operation of the system. Surgeons participate in the coding of operative procedures, and the provision of surgeon-specific logs has established a feedback loop whereby surgeons can easily verify the accuracy of ORMIS data. Furthermore, special care has been taken to maintain the integrity of ORMIS data by developing extensive error detection and correction facilities. The multifaceted, successful applications reported herein show the increasing importance and usefulness of computerized data in contemporary surgical services.

Computers↗
PubMed1997

Principles of operating room organization.

The importance of the changing health care climate has triggered important changes in the management of high-cost components of acute care facilities. By integrating and better managing various elements of the surgical process, health care institutions are able to rationally trim costs while maintaining high-quality services. The leadership that physicians can provide is crucial to the success of this undertaking (1). The importance of the use of primary data related to patient throughput and related resources should be strongly emphasized, for only when such data are converted to INFORMATION of functional value can participating healthcare personnel be reasonably expected to anticipate and respond to varying clinical demands with ever-limited resources. Despite the claims of specific commercial vendors, no single product will likely be sufficient to significantly change the perioperative process to the degree or for the duration demanded by healthcare reform. The most effective approach to achieving safety, cost-effectiveness, and predictable process in the realm of Surgical Services will occur by appropriate application of the "best of breed" contributions of: (a) medical/patient safety practice/oversight; (b) information technology; (c) contemporary management; and (d) innovative and functional cost-accounting methodology. S "modified activity-based cost accounting method" can serve as the basis for acquiring true direct-cost information related to the perioperative process. The proposed overall management strategy emphasizes process and feedback, rather than specific product, and although imposing initial demands and change on the traditional hospital setting, can advance the strongest competitive position in perioperative services. This comprehensive approach comprises a functional basis for important bench-marking activities among multiple surgical services. An active, comparative process of this type is of paramount importance in emphasizing patient care and safety as the highest priority while changing the process and cost of perioperative care. Additionally, this approach objectively defines the surgical process in terms by which the impact of new treatments, drugs, devices and process changes can be assessed rationally.

Cost Control↗
PubMedDate not supplied

Image display in the operating room: eliminating the barriers in the transition to filmless radiology.

As hospitals endeavor to transition from film-based radioloogy to electronic or filmless radiology, one limitation is an effective means for accessing the electronic image archive during surgical procedures. The dependency on using reference images during surgical procedures is a critical function. Scott & White Memorial Hospital in Temple, TX, has been progressively moving toward an electronic paradigm for access to medical information. As the radiology department began to eliminate film as a medium for image presentation and image archiving, it was realized that the hospital needed to provide an electronic solution for the display of images in the operating room (OR) as reference during the surgical procedure. The goals in this project were, therefore, multifold: provide electronic access to images and image files directly within the operating suites, eliminate lost films, and reduced delays caused by lost or unavailable films. The end solution utilized the same Web-based software for all devices, but varied the hardware to meet the individual's or group's needs. The success in this project was not contained to cost savings in radiology, which was realized by reducing film library personnel and eliminating films printed specifically for the surgical environment, but also in greater magnitude for the hospital in improving efficiency of the OR support staff and by directly stimulating a reduction in the average OR time needed for the surgical procedures.

Diagnostic Imaging↗
PubMedDate not supplied

Making smart mistakes.

Explore the source record for details and available documents.

Decision Making, Organizational↗
PubMed1997

Surgical informatics is a useful management tool.

BACKGROUND: Management of surgery in the largest health care system in the country depends upon readily available and valid data. Use of an administrative data base had not fulfilled these requirements. An information program based upon the computerized operating room log and scheduling program presented a possible remedy. METHODS: Data elements previously appearing in the computerized operating room log were expanded to include outcomes. Reports essential to the surgical management of VA surgery were developed through an advisory panel. Necessary changes were added to the surgical computer program and computers installed in each operating room throughout the system. RESULTS: The work load information to manage a surgical service was determined to include the total number of operations performed, both major and minor, and a description of the patient population including the American Society of Anesthesiologists (ASA) classification. The breakdown into the individual surgical specialties, information regarding index operations, extent of resident supervision, and incidence of postoperative occurrences completed the required information. CONCLUSIONS: The information provided by this report is an example of the importance of the use of surgical informatics in the management of VA surgery. The ability to obtain valid information for analysis and dissemination is a direct result of the computer-generated information taken directly from the surgical log of each of the 126 VA Medical Centers.

Hospitals, Veterans↗
PubMed2002

Delivering images to the operating room: a web-based solution.

As radiology departments become filmless, they are discovering that some areas are particularly difficult to deliver images. Many departments have found that the operating room is one such area. There are space constraints and difficulty in manipulating the images by a sterile surgeon. This report describes one method to overcome this obstacle. The author's institution has been using picture archiving and communication system (PACS) for approximately 3 years, and it has been a filmless department for 1 year. The PACS transfers images to a webserver for distribution throughout the hospital. It is accessed by Internet Explorer without any additional software. The authors recently started a pilot program in which they installed dual panel flat screen monitors in 6 operating rooms. The computers are connected to the hospital backbone by ethernet. Graphic cards installed in the computers allow the use of dual monitors. Because the surgeons were experienced in viewing cases on the enterprise web system, they had little difficulty in adapting to the operating room (OR) system. Initial reception of the system is positive. The use of the web system was found to be superior by the surgeons because of the flexibility and manipulation of the images compared with film. Images can be magnified to facilitate viewing from across the room. The ultimate goal of electronic radiology is to replace hardcopy film in all aspects. One area that PACS has difficulty in accomplishing this goal is in the operating room. Most institutions have continued to print film for the OR. The authors have initiated a project that may allow web viewing in the OR. Because of limited space in the OR, an additional computer was undesirable. The CPU tower, keyboard, and mouse were mounted on a frame on the wall. The images were displayed on 2 flat screen monitors, which simulated the viewboxes traditionally used by the surgeons. Interviews with the surgeons have found both positive and negative aspects of the system. Overall impression is good, but the timeliness of the intraoperative films needs to be improved. The author's pilot project of installing a web-based display system in the operating room still is being evaluated. Their initial results have been positive, and if there are no major problems that arise the project will be expanded. These results show that it is possible to provide image delivery to the OR over the intranet that is acceptable to the surgeons.

Computer Systems↗
PubMed1996

How to increase efficiency in the operating room.

The key to increasing operating room efficiency is increasing productivity. Standardizing and streamlining of internal procedures reduce bottlenecks, and computers speed the flow of information so that continuous improvement of the system becomes possible. Patterns and themes can be discovered only when one sits back and listens and watches, shifting the focus from fixing problems to discovering patterns and the structures underlying them. Rethinking the system and evaluating all aspects of the care delivery cycle, abandoning the "sacred cows" of operating room practice, and creating a vision for health care in the future are essential to survival in the managed care environment.

Ambulatory Surgical Procedures↗
PubMedDate not supplied

Computers in anesthesiology--a look ahead.

The anesthesiologist is the "systems" person in the operating room whose primary function is making decisions with respect to the patient's pharmacologic and physiologic status. The introduction of digital data processing equipment in the operating room must aid this decision-making function. Instruments that are used to monitor the anesthesia machine or patient variables will provide input to a digital computer. The computer will serve to aggregate and organize signals for data processing and display. Engineering a suitable display with appropriate interfacing with the anesthesiologist is one of the major problems to be solved. As higher levels of processing become available and as the display technique develops, the array of instruments in the operating room will become an integrated information system to better support and aid the anesthesiologist.

Anesthesiology↗
PubMed1994

Intelligent systems in patient monitoring and therapy management. A survey of research projects.

Although today's advanced biomedical technology provides unsurpassed power in diagnosis, monitoring, and treatment, interpretation of vast streams of information generated by this technology often poses excessive demands on the cognitive skills of health-care personnel. In addition, storage, reduction, retrieval, processing, and presentation of information are significant challenges. These problems are most severe in critical care environments such as intensive care units (ICUs) and operating room (ORs) where many events are life-threatening and thus require immediate attention and the execution of definitive corrective actions. This article focuses on intelligent monitoring and control (IMC), or the use of artificial intelligence (AI) techniques to alleviate some of the common information management problems encountered in health-care environments. This article presents the findings of a survey of over 30 IMC projects. A major finding of the survey is that although significant advances have been made in introducing AI technology in critical care, successful examples of fielded systems are still few and far between. Widespread acceptance of these systems in critical care environments depends on a number of factors, including fruitful collaborations between clinicians and computer scientists, emphasis on evaluation studies, and easy access to clinical information.

Artifacts↗
PubMed1987

Introduction to hospital information systems.

The phrase, 'hospital information system', is frequently used in discussions about the flow of information throughout a hospital with the assumption that everybody has the same concept in mind. Closer examination shows that this is not necessarily the case. The author draws on his experience as the Chief Information Officer at University Hospital at Stony Brook to define a hospital information system in terms of the implementation at Stony Brook. The University Hospital Information System at University Hospital (UHIS), has received international acclaim and was recently selected by the IBM Quarterly of Australia as the world leader in hospital information systems. This paper answers four questions: What is a hospital information system? How does a hospital information system work? How do you implement a hospital information system? After the system is operational, where do you go, e.g., critical care data management, physician's office management? University Hospital at Stony Brook is located on eastern Long Island and is the tertiary care referral hospital for approximately 1.4 million people. Nothing in the hospital happens without computers. Doctors, nurses, administrators and staff at all levels rely on the system daily. The system operates 24 hours per day, seven days per week. Access to the system is through 300 terminals and 128 printers throughout the hospital. In addition to the UHIS terminals, the critical care management system which is called Patient Data Management System, (PDMS), is available at over 90 ICU beds and in the operating rooms.

Hospital Information Systems↗