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At least 487 records · Page 27Linked to original sources
PubMed1991

Implementing a computerized operating room management system.

The Queen's Medical Center implemented a computerized operating room management system in 1987 that includes surgery scheduling, intraoperative recording, and resource tracking. In addition to the important functional components, the system provides management with a better tool for decision-making. The purpose of this article is to describe this implementation. Background is provided to identify the manual system's deficiencies followed by the anticipated benefits of the computer system. The paper concentrates on Queen's implementation experiences in coding the surgical procedure information, confronting staff anxiety, managing the changing roles of the staff and providing adequate resources. Minimum requirements for a successful implementation include designating an effective project leader, assigning system responsibilities to the user, relieving all operational responsibilities from key members of the project team and providing adequate resources to support the system.

Appointments and Schedules↗
PubMed1988

Effective management strategy for establishing an operating room satellite pharmacy.

The steps involved in justifying and implementing an operating room (OR) pharmacy satellite are described. A hospital administrator's viewpoint on the project is included. Objectives of the satellite were to reduce inventory costs, improve control of distribution, reduce loss of revenue and improve patient charging, improve IV compounding and labeling, and significantly improve narcotic control and accountability. The satellite provides comprehensive services 12 hours a day, five days a week. Effective after-hours procedures have been developed to provide efficient drug distribution when the pharmacy is closed. Achieved benefits of the satellite include decreased drug inventory, improved patient charging, accurate labeling, improved IV compounding, and improved pharmacy/surgery relations. The OR pharmacy satellite is a successful cost-effective operation.

Centralized Hospital Services↗
PubMed1982

[Laminar flow in the operating room (author's transl)].

After twenty years of clean-air operating rooms, no uniform opinion about the efficiency in preventing infections has been achieved. The reason is that with an infection rate around 1% only very large series of homologous material are statistically significant. Vertical flow is more efficient than horizontal flow. Clean-air technique is only one of the many facets of antisepsis and asepsis; it should be used especially in implantation and transplantation surgery in spite of the fact that its efficiency is not yet clearly proven.

Air Movements↗
PubMed2005

Impact of converting to powder-free gloves. Decreasing the symptoms of latex exposure in operating room personnel.

This study examined health care worker satisfaction with the use of non-powdered natural rubber latex (NRL) surgical gloves to determine the impact of non-powdered NRL gloves on the NRL sensitization of operating room personnel. The study used a 1-year longitudinal design to obtain recall information from employees about their NRL exposure. Additionally, a survey was completed by participants related to their satisfaction with non-powdered NRL gloves. Informed consent was obtained from 103 employees. After conversion to an operating room using non-powdered NRL, there was a significant decrease in reported symptoms with NRL exposure (42% pre- and 29% post-conversion, Fisher's exact, two-tailed, p = .0001). This study demonstrated that the conversion to non-powdered low-protein NRL gloves resulted in decreased symptoms because of NRL exposure.

Academic Medical Centers↗
PubMedDate not supplied

Pediatric ophthalmology and anesthesia pearls in the operating room.

Providing nursing care to pediatric patients is both challenging and rewarding. The pediatric ophthalmic caregiver must remain acutely aware of physiologic changes, which may be subtle. Though most pediatric procedures are performed by an anesthesiologist using general anesthesia, the ophthalmic nurse needs to remain vigilant. Problems that arise must be attended to within mere seconds. This paper discusses distraction techniques and gives an overview of the care provided to children under general anesthesia at a major pediatric specialty hospital. This paper relates one ophthalmic nurse's experiences in a hospital-based outpatient surgery center that employs 14 board-certified faculty pediatric anesthesiologists as well as rotational anesthesia residents in their first, second, third, and fellowship years. The outpatient center has five operating rooms, and the inpatient surgery area has 14 operating rooms. Nearly 800 pediatric ophthalmology procedures are done in the outpatient area each year; approximately 20 ophthalmology procedures are done at the inpatient surgery area annually.

Anesthesia↗
PubMed1990

Comparison of subjective versus data base approaches for improving efficiency of operating room scheduling.

This paper compares subjective and four data-based models to estimate length of surgery for operating room scheduling systems. The four data-based models for predicting case block length are based on 1) procedure, 2) procedure and surgeon, 3) procedure and case complexity, and 4) procedure, case complexity, and surgeon. Data-based approaches performed better than subjective estimates. In establishing data-based standards it is more important to account for complexity of cases than for differences among surgeons.

Appointments and Schedules↗
PubMed1996

Clinical anatomy instruction in the operating room.

Instruction in regional gross anatomy is facilitated by a series of illustrations projected in the operating room and viewed sequentially during major operations. This teaching method is described, and the evaluations by the medical students confirm the efficacy of the method.

Anatomy↗
PubMed2000

Statistical method using operating room information system data to determine anesthetist weekend call requirements.

We present a statistical method that uses data from surgical services information systems to determine the minimum number of anesthetists to be scheduled for weekend call in an operating room suite. The staffing coverage is predicted that provides for sufficient anesthetists to cover each hour of a 24-hour weekend period, while satisfying a specified risk for being understaffed. The statistical method incorporates shifts of varying start times and durations, as well as historical weekend operating room caseload data. By using this method to schedule weekend staff, an anesthesia group can assure as few anesthetists are on call as possible, and for as few hours as possible, while maintaining the level of risk of understaffing that the anesthesia group is willing to accept. An anesthesia group also can use the method to calculate its risk of being understaffed in the surgical suite based on its existing weekend staffing plan.

Data Interpretation, Statistical↗
PubMed2005

High-tech tools transform the operating room.

This installment of our quarterly Clinical Management series examines how the hospital operating room is becoming a safer place for patients. Thanks to such technological breakthroughs as 3-D images, virtual patients and robots, surgeons can operate with more accuracy and efficiency.

Biomedical Technology↗
PubMed1997

To resuscitate or not ... in the operating room: the need for hospital policies for surgeons regarding DNR orders.

As more Americans have become aware of end-of-life planning, health care professionals are faced with more "Do Not Resuscitate" orders. A patient with a terminal condition who has signed such an order may enter the operating room for a surgical procedure; few hospitals have developed protocols to assist the medical staff. In most hospitals, it is unclear whether the medical staff should honor the "DNR" or follow the traditional resuscitation protocol of the operating room.

Advance Directive Adherence↗
PubMed2006

The endovascular operating room as an extension of the intensive care unit: changing strategies in the management of neurovascular disease.

Technological advances within the field of endovascular neurosurgery have influenced the management of the neurovascular patient within the intensive care unit (ICU). The endovascular operating room has, in fact, become an extension of the ICU in certain cases. Given the rapid development of new endovascular technologies, it is more important than ever for neurosurgeons to remain intimately involved with the care of their patients within the ICU. This article offers an overview of the evolution in ICU management of neurovascular disease and provides a framework for the incorporation of the endovascular operating room in the intensive care management of patients with this disease.

Cerebrovascular Disorders↗
PubMed2001

Scheduling a delay between different surgeons' cases in the same operating room on the same day using upper prediction bounds for case durations.

UNLABELLED: At some surgical suites, elective cases are only scheduled if they can be completed during regularly scheduled hours. At such a surgical suite, a surgeon may be scheduled to perform one or more cases in an operating room (OR), to be followed by another surgeon who will perform one or more cases. Scheduling a delay between the two surgeons' cases will improve the likelihood that the second surgeon's case(s) will start on time. We show that the mathematics of calculating a scheduled delay between the different surgeons' cases in the same OR on the same day is that of calculating an upper prediction bound for the duration of the second surgeon's case(s). We test an analytical expression for the upper prediction bound for the last one case of the day in an OR, and a Monte Carlo simulation method for the last two cases. We show that these 90% upper prediction bounds are at least as long as the actual durations for 90% +/- 0.2% of single cases and 92% +/- 0.6% of pairs of cases. We conclude that our methodology can be used to calculate an appropriate, and reasonably accurate, scheduled delay between two surgeons' cases in the same OR on the same day. IMPLICATIONS: We show how to use a statistical analysis of historical case duration data to calculate an appropriate and accurate scheduled delay between two surgeons' cases in the same operating room on the same day.

Algorithms↗
PubMed1994

[The development of a new central monitoring system for the operation room].

We developed a practically new central patient monitoring system for the operating room based on a system which had been developed in 1982. Since we introduced this system on May 19, 1992, we have utilized the system in more than 2,000 anesthesia cases. This system has been operating smoothly and accepted well by not only anesthesiologists but also surgeons and nurses. This system is easy to operate, and works automatically, contributing to the early detection of abnormalities in patient's condition. By introducing this system, the anesthesiologists have succeeded in controlling the patient during the operation more elaborately and effectively than before. Automated anesthesia recorder has reduced anesthesiologist's burden of the manual recording.

Anesthesia↗
PubMedDate not supplied

The modern brain tumor operating room: from standard essentials to current state-of-the-art.

It is just over a century since successful brain tumor resection. Since then the diagnosis, imaging, and management of brain tumors have improved, in large part due to technological advances. Similarly, the operating room (OR) for brain tumor surgery has increased in complexity and specificity with multiple forms of equipment now considered necessary as technical adjuncts. It is evident that the theme of minimalism in combination with advanced image-guidance techniques and a cohort of sophisticated technologies (e.g., robotics and nanotechnology) will drive changes in the current OR environment for the foreseeable future. In this report we describe what may be regarded today as standard essentials in an operating room for the surgical management of brain tumors and what we believe to be the current 'state-of-the-art' brain tumor OR. Also, we speculate on the additional capabilities of the brain tumor OR of the near future.

Brain Neoplasms↗