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A simple device for measuring the resolution of videoscopic cameras and laparoscopes in the operating room.

BACKGROUND: There is a need for a device that can be used to objectively evaluate the image quality provided by laparoscopic camera units in the operating room. METHODS: The device that we developed consists of a regular 10-mm or 5-mm laparoscopic port with a rectangular test unit built at the end. A standard test pattern slide with resolution bars is used for measurements. Using this assembly, a single-chip laparoscopic camera was compared with a three-chip laparoscopic camera at different wiring formats and camera settings by measuring the resolution on the monitor screen. RESULTS: Vertical resolution was found to be constant at 550 lines, regardless of the type of camera and wiring used. Of the three wiring formats, composite wiring provided the poorest image with both cameras. When enhancement was off, the horizontal resolution obtained with Y/C or RGB wiring was the same for the one-chip camera at 640 lines of horizontal resolution, whereas RGB cabling provided the best image for the three-chip camera at 800 lines. CONCLUSION: Using basic broadcasting principles, we have developed a simple device that is useful for the comparison of different camera, cabling, and laparoscope configurations in the operating room. This information can be used as objective criteria to judge the image quality in laparoscopic video- systems.

Humans↗

Information system for labor and delivery surveillance.

An on-line information system has been developed and implemented at St. Mary Medical Center in Long Beach, California, to support a ten-bed labor and delivery suite. A Digital Equipment Corporation VAX 750 was programmed to provide on-line multi-terminal clinical surveillance. The reports implemented include an obstetrical summary report, labor record, obstetrical clinical record, and the birth certificate. Computer terminals and monitors are placed at the nursing station and other work areas, such as the anesthesia on-call room, obstetrical supervisor's office, on-call room, neonatal ICU, O.R., admission room, and M.D. conference room. The system includes computer databases used to store information for medical quality assurance, management reports, obligatory statutory reports, and research, and to provide comparison of patient data with data from other hospitals.

California↗

C3: A comprehensive physician activity and billing tool

Purpose: The Clinical Charge Capture system (C3) was developed at the University of Michigan to increase the efficiency and accuracy with which information about physician activity and billing is tracked in academic medical centers. Description: This Oracle-based, Visual Basic system integrates the operating room scheduling system, transcription database, clinical data repository, referring physician database, and IDX to allow physicians and staff to perform paperless and on-line standard tasks such as preauthorizing procedures; creating a bill which describes the charges for procedures performed along with their supporting diagnoses; identifying inpatient daily care and consult charges; dictating, editing, signing, and providing attestations for procedural and inpatient notes (menu-driven boilerplate notes are used for common procedures); submitting of charges on-line to IDX; and downloading of payment data from IDX. A messaging system between physicians and billing specialists allows questions to be posed regarding coding issues and options. Summary information about charges is presented and the status of the bill as it progresses through the internal review and billing process is demonstrated. Any missing data are flagged such that delivery of a bill is accurate, timely, and complete. Outpatient clinic visit charges are acquired on line using bar code technology with direct download of clinic charges to IDX. Generation of charges and referral letters may be performed immediately following the performance of a procedure or patient encounter or subsequently in the office. Resident activity is also tracked. Finally, search functions are provided which allow the program to serve as a clinical information research database. Results: The time to bill submission for operative procedures in fiscal year 1996 (Pre-C3) when compared to 1999 (Post-C3) decreased in each individual surgical division (See figure)as well as for the overall Department (Total: mean Pre-C3=40 days, mean Post-C3=8 days). The average bill was increased by 9% for each primary charge submitted. Conclusions: We conclude that this system has the potential to enhance the efficiency, accuracy, and organization of routine physician documentation, billing, and data collection activities.

Journal Article↗

Future perspectives for intraoperative MRI.

MRI-guided neurosurgery not only represents a technical challenge but a transformation from conventional hand-eye coordination to interactive navigational operations. In the future, multimodality-based images will be merged into a single model, in which anatomy and pathologic changes are at once distinguished and integrated into the same intuitive framework. The long-term goals of improving surgical procedures and attendant outcomes, reducing costs, and achieving broad use can be achieved with a three-pronged approach: 1. Improving the presentation of preoperative and real-time intraoperative image information 2. Integrating imaging and treatment-related technology into therapy delivery systems 3. Testing the clinical utility of image guidance in surgery The recent focus in technology development is on improving our ability to understand and apply medical images and imaging systems. Areas of active research include image processing, model-based image analysis, model deformation, real-time registration, real-time 3D (so-called "four-dimensional") imaging, and the integration and presentation of image and sensing information in the operating room. Key elements of the technical matrix also include visualization and display platforms and related software for information and display, model-based image understanding, the use of computing clusters to speed computation (ie, algorithms with partitioned computation to optimize performance), and advanced devices and systems for 3D device tracking (navigation). Current clinical applications are successfully incorporating real-time and/or continuously up-dated image-based information for direct intra-operative visualization. In addition to using traditional imaging systems during surgery, we foresee optimized use of molecular marker technology, direct measures of tissue characterization (ie, optical measurements and/or imaging), and integration of the next generation of surgical and therapy devices (including image-guided robotic systems). Although we expect the primary clinical thrusts of MRI-guided therapy to remain in neurosurgery, with the possible addition of other areas like orthopedic, head, neck, and spine surgery, we also anticipate increased use of image-guided focal thermal ablative methods (eg, laser, RF, cryoablation, high-intensity focused ultrasound). By validating the effectiveness of MRI-guided therapy in specific clinical procedures while refining the technology that serves as its underpinning at the same time, we expect many neurosurgeons will eventually embrace MRI as their intraoperative imaging choice. Clearly, intraoperative MRI offers several palpable advantages. Most important among these are improved medical outcomes, shorter hospitalization, and better and faster procedures with fewer complications. Certain economic and practical barriers also impede the large-scale use of intraoperative MRI. Although there has been a concerted technical effort to increase the benefit/cost ratio by gathering more accurate information, designing more localized and less invasive treatment devices, and developing better methods to orient and position therapy end-effectors, further research is needed. Indeed, the drive to improve and upgrade technology is ongoing. Specifically, in the context of the real-time representation of the patient's anatomy, we have improved the quality and utility of the information presented to the surgeon, which, in turn, contributes to more successful surgical outcomes. We can also expect improvements in intraoperative imaging systems as well as increased use of nonimaging sensors and robotics to facilitate more widespread use of intraoperative MRI.

Humans↗

Keeping an OR supply system with '90s reimbursement.

1. Operating rooms need to be run as efficient businesses. The supply costs are major expenses; OR directors must have systems that provide information on usage, costs, and inventory of all supplies. 2. The following goals were developed: decrease outages; increase revenue; identify appropriate ordering personnel; provide information for decision-making; control supplies; maintain supplies in good condition; control the budget; develop an overall supply system; and reduce inventory. 3. The inventory control technicians are responsible for the dollars in their accounts, ordering, maintaining pars, receiving, and planning for ways to cut costs. They work closely with OR teams, giving nurses more time to assess, plan, implement, and evaluate the OR cases in their rooms.

Documentation↗

Implementation of an advanced clinical and administrative hospital information system.

Over the last six years since University Hospital opened, the University Hospital Information System (UHIS) has continued to evolve to what is today an advanced administrative and clinical information system. At University Hospital UHIS is the way of conducting business. A wide range of patient care applications are operational including Patient Registration, ADT for Inpatient/Outpatient/Emergency Room visits, Advanced Order Entry/Result Reporting, Medical Records, Lab Automated Data Acquisition/Quality Control, Pharmacy, Radiology, Dietary, Respiratory Therapy, ECG, EEG, Cardiology, Physical/Occupational Therapy and Nursing. These systems and numerous financial systems have been installed in a highly tuned, efficient computer system. All applications are real-time, on-line, and data base oriented. Each system is provided with multiple data security levels, forward file recovery, and dynamic transaction backout of in-flight tasks. Sensitive medical information is safeguarded by job function passwords, identification codes, need-to-know master screens and terminal keylocks. University Hospital has an IBM 3083 CPU with five 3380 disk drives, four dual density tape drives, and a 3705 network controller. The network of 300 terminals and 100 printers is connected to the computer center by an RF broadband cable. The software is configured around the IBM/MVS operating system using CICS as the telecommunication monitor, IMS as the data base management system and PCS/ADS as the application enabling tool. The most extensive clinical system added to UHIS is the Physiological Monitoring/Patient Data Management System with serves 92 critical care beds. In keeping with the Hospital's philosophy of integrated computing, the PMS/PDMS with its network of minicomputers was linked to the UHIS system. In a pilot program, remote access to UHIS through the IBM personal computer has been implemented in several physician offices in the local community, further extending the communications horizons of University Hospital's Information System. The implications of remote access to PDMS through the IBM PC emulating a Siemens Model 420 Patient Data Management Terminal are being examined.

Artificial Intelligence↗

OR satellite pharmacies: demographics, services, and implementation.

OR satellite pharmacies are a relatively new addition to a system of pharmacy-coordinated drug distribution. The institution of a pharmacy branch to service the operating room is hypothesized to have a number of advantages over a centralized pharmacy system including improved service, reduced inventory, increased charge capture, better narcotic control, and more efficient drug delivery. Hospital Pharmacy and the OR Satellite Pharmacy Bulletin published a questionnaire to obtain information on OR satellite pharmacies from those actively involved in their planning, implementation, and operation. The questionnaire covered three major areas: demographics, functions and services, and implementation. This article summarizes the results.

Medication Systems, Hospital↗

MASCAL: RFID tracking of patients, staff and equipment to enhance hospital response to mass casualty events.

Most medical facilities practice managing the large numbers of seriously injured patients expected during catastrophic events. During mass casualty events, as the demands on the healthcare team increase, and the challenges faced by managers escalate, workflow bottlenecks begin to develop and system capacity decreases. This paper describes MASCAL, an integrated software-hardware system designed to enhance management of resources at a hospital during a mass casualty situation. MASCAL uses active 802.11b asset tags to track patients, equipment and staff during the response to a disaster. The system integrates tag position information with data from personnel databases, medical information systems, registration applications and the US Navy's TACMEDCS triage application in a custom visual disaster management environment. MASCAL includes interfaces for a hospital command center, local area managers (emergency room, operating suites, radiology, etc.) and registration personnel. MASCAL is an operational system undergoing functional evaluation at the Naval Medical Center, San Diego, CA.

Disasters↗

An otolaryngology surgical coding and reporting system.

A computerized information-gathering system has been developed at The University of Texas Health Science Center at Dallas for otolaryngologic head and neck surgery. Surgeons enter data on operations by answering multiple-choice questions at computer terminals situated near the operating rooms of each hospital. The system's main functions are to ensure completeness in the collection of operation data, allow easy review of such data for weekly conferences, and increase availability of such information for future comprehensive analysis. The scheme for data input, the logics of classifications, and the benefits of such a system are described.

Information Systems↗

[Bacterial contamination of the air in different operating rooms].

Bacteria air samples were taken in the operating rooms, with no people present, to specify the level of air contamination and suggest bacteriological standards for different operating rooms. In the first step of this study, for 5 months the air contamination mean value of operating rooms, ventilated at 15 changes/hour was 18.5 Cfu/m3 +/- 1.9. In the second part of the study, during two years, 1 381 air samples were taken in 8 different operating rooms. The mean values of air contamination range from 1.4 Cfu/m3 in a Charnley isolator system to 121 Cfu/m3 in an operating room ventilated at 7.5 changes per hour. As a general rule, the airborne contamination is more significant in the oldest operating rooms than in the new one with filtrated air. The variations observed between 1981 and 1982 are explained by technical modifications of the system or progress in control of operating room conditions. Measurements of the bacterial contamination of the air give useful informations, but it is however better to ensure that the specifications for volume air supply and positive air pressure in the operating theatres are being fulfilled. The airborne bacterial concentration in a modern ventilated operating room should not exceed 30 Cfu/m3.

Air Microbiology↗

Microsurgical instrument handling systems. A new approach to instrument budget control.

1. Large portion of a hospital's supply budget is allocated for repair and replacement of surgical instruments. Microsurgical instrumentation can account for 18% or more of a total OR budget. 2. Managing the surgical instrument repair and replacement budgets with greater emphasis on accountability can help demonstrate effective cost containment. Cost savings may be experienced through appropriate use of surgical instrument management systems for handling, sterilization, and storage of microsurgical instruments. 3. Many facilities are implementing quality control programs to minimize replacement and repair costs, to ensure surgical instrument integrity, and to extend the life of their investment. Education, management information systems, improved communication, and appropriate use of instrument handling systems are some components of budget accountability in the operating room.

Budgets↗

A full 3D-navigation system in a suitcase.

OBJECTIVE: To reduce the impact of contemporary 3D-navigation systems on the environment of typical otorhinolaryngologic operating rooms, we demonstrate that a transfer of navigation software to modern high-power notebook computers is feasible and results in a practicable way to provide positional information to a surgeon intraoperatively. MATERIALS AND METHODS: The ARTMA Virtual Patient System has been implemented on a Macintosh PowerBook G3 and, in connection with the Polhemus FASTRAK digitizer, provides intraoperative positional information during endoscopic endonasal surgery. RESULTS: Satisfactory intraoperative navigation has been realized in two- and three-dimensional medical image data sets (i.e., X-ray, ultrasound images, CT, and MR) and live video. CONCLUSIONS: This proof-of-concept study demonstrates that acceptable ergonomics and excellent performance of the system can be achieved with contemporary high-end notebook computers.

Humans↗

Analog to digital workflow improvement: a quantitative study.

This study tracked a radiology department's conversion from utilization of a Kodak Amber analog system to a Kodak DirectView DR 5100 digital system. Through the use of ProModel Optimization Suite, a workflow simulation software package, significant quantitative information was derived from workflow process data measured before and after the change to a digital system. Once the digital room was fully operational and the radiology staff comfortable with the new system, average patient examination time was reduced from 9.24 to 5.28 min, indicating that a higher patient throughput could be achieved. Compared to the analog system, chest examination time for modality specific activities was reduced by 43%. The percentage of repeat examinations experienced with the digital system also decreased to 8% vs. the level of 9.5% experienced with the analog system. The study indicated that it is possible to quantitatively study clinical workflow and productivity by using commercially available software.

Efficiency, Organizational↗

The use of needles in the practice of anesthesiology and the effect of a needleless intravenous administration system.

Anesthesia personnel are at risk for occupationally acquired blood-borne infections transmitted through needlestick injuries. To formulate strategies for the prevention of needlestick injuries, it is necessary to identify the types of needles used by anesthesia personnel and the devices associated with injuries. The introduction of a needleless intravenous (i.v.) administration system provided an opportunity to assess its effect on needle usage in the practice of anesthesiology. The contents of needle disposal containers placed in the preoperative holding area and five operating rooms before (control) and after the introduction of a needleless administration system (study) were categorized by needle type. The information on needles used by anesthesia personnel was compared with that on needles purchased for the entire hospital. During the control period, most of the needles used were 18-23-gauge hollow needles (51.6%), i.c. catheter stylets (23%), and 25-26-gauge small-bore hollow needles (17.1%). There was no difference in the total number of needles collected after the introduction of the needleless administration system, but there was an increase in capped 18-23-gauge hollow needles. Anesthesia personnel used a relatively greater number of small-bore hollow needles (25-26 gauge), i.v. catheters, and spinal and epidural needles, but fewer hollow needles (18-23 gauge) than were purchased for hospital-wide use. Small-bore hollow needles (25-26 gauge) were responsible for 31.6% of the 19 needlestick injuries reported by anesthesia personnel to the Employee Health Service.(ABSTRACT TRUNCATED AT 250 WORDS)

Anesthesiology↗

A procedure for rapid issue of red cells for emergency use.

CONTEXT: A College of American Pathologists Q-Probe revealed that the median turnaround times for emergency requests for red blood cells from the operating room were 30 minutes to release of cells from the blood bank and 34 minutes to delivery to the operating room. These times may not be adequate to permit the red cells to provide sufficiently rapid delivery of oxygen in massively bleeding patients. OBJECTIVE: To improve the time from emergency request for red cells to delivery to the operating room. DESIGN: A new emergency issue program was implemented for only the operating rooms; emergency issue to all other hospital locations remained unchanged. Six units of group O Rh-negative red blood cells (RBCs) are maintained in the blood bank in a separate basket with transfusion forms containing the unit numbers and expiration dates and a bag with one blood tubing segment from each unit. The times to issue and to delivery to the operating room suite were compared with time to issue of 2 group O Rh-negative RBCs for other hospital locations using the older system during the same time period and with the time to issue of 2 units to all other hospital locations during the preceding 2 years. SETTING: A university hospital. MAIN OUTCOME MEASURES: Time between emergency request for red cells and delivery to the operating room. RESULTS: The time between blood bank notification and arrival in the operating room of the 6 units of RBCs was significantly shorter than the time required to just issue (not including delivery time) 2 units of RBCs to other hospital locations. With the new procedure, 82% of units issued reached the operating room within 2 minutes of request, 91% arrived within 3 minutes, and 100% arrived within 4 minutes. These percentages are significantly higher than those for only issue of blood (without delivery) using the older issuing procedure for all hospital locations during the previous 2 years (37%, 49%, and 66%, respectively; P = .007, .009, and .02, respectively) and for other locations during the same 7-month period (29%, 46%, and 73%, respectively; P = .004, .01, and .09, respectively). Time (mean [95% confidence interval]) from blood bank notification to delivery of RBCs to the operating room suite (2.1 [1.6-2.6] minutes, of which approximately 50-60 seconds is attributable to delivery time) was less than issue times (not including delivery times) using the older issuing procedure for other hospital locations during the same period (4.1 [3.1-5.0] minutes; P = .007). CONCLUSIONS: An emergency issue procedure can be used to issue several units of RBCs within 1 minute and have them delivered to the operating room within 2 minutes while maintaining sufficient controls and providing required information to satisfy patient and blood bank requirements.

Blood Banks↗