The operating room supervisor on the administrative team.
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Humans↗
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ARE YOUR hospital operating rooms explosion-proof?
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Blast Injuries↗
An operating room with high atmospheric pressure.
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Atmospheric Pressure↗
Improving pharmacy supply-chain management in the operating room.
Anesthesia services can account for a significant portion of a healthcare organization's costs. Deaconess Hospital of Evansville, Indiana, used a collaborative, multidisciplinary effort to implement process improvements that yielded significant cost savings while improving patient care. Shifting responsibility for drug distribution from the operating room (OR) nurses to a pharmacist, the hospital established a satellite pharmacy service for the OR. As a result, the hospital was able to improve control of drug distribution and record-keeping, reduce turnaround time for medication preparation, lower its medication charge error rate, and increase the percentage of surgeries that start on time. The success of the OR satellite pharmacy led the hospital to expand satellite pharmacy services to labor and delivery, the cardiac cath laboratory, and the intensive care units.
Anesthetics↗
How long do we need teaching in the operating room? The true costs of achieving surgical routine.
BACKGROUND: Our aim was to quantify the incremental costs of longer operating times of residents and less-experienced junior consultants when compared with senior consultants on the basis of two surgical routine procedures. METHODS: We prospectively assessed 246 patients who underwent laparoscopic cholecystectomy and 216 patients who underwent open inguinal hernia repair. Operating times, complication rates and overall costs for these patients were recorded and linked to the attending surgeons. RESULTS: Most importantly, operating times significantly depend on the surgeon (P<0.001) and on proper supervision of junior surgeons (P<0.001 to P=0.003). When compared with those of senior surgeons, incremental costs for the hospital provider were Euro 200 and Euro 54 per laparoscopic cholecystectomy and Euro 153 and Euro 106 per open hernia repair when carried out by junior consultants and residents, respectively. Overall incremental costs per year for these procedures were Euro 8,370 for residents and Euro 22,922 for junior consultants. CONCLUSION: Owing to longer operating times for junior consultants the costs of achieving surgical routine are considerably higher than previously estimated. These higher costs derive from junior consultants performing operations without proper supervision from senior consultants. We conclude that prolonged supervision in the operating room is highly cost-effective regardless of higher costs for personal resources per operating-minute.
Austria↗
Perioperative nursing education: the operating room as a learning climate.
Perioperative patient care presents a demand for registered nurses with competence, skills, and experience. Without a well-grounded educational program, the novice perioperative nurse is often overwhelmed at the learning demands of the perioperative practice setting. Settings in which invasive and other operative procedures are carried out present a variety of challenges in orienting the novice nurse. There must be educational resources, coaching and support for novices who have limited real-world operating room experience, and work environments that encourage and foster professional development and a learning culture. An orientation program that focuses on the tenets of learning rather than seeing and doing without understanding holds the most promise for both recruitment and retention of perioperative nurses.
Career Choice↗
Coordination challenges in operating-room management: an in-depth field study.
Dynamic settings possess complex information needs all requiring attention in order to be managed effectively. The following study describes the multi-faceted information exchanges essential for an operating room suite to be managed within the context of efficient, cost effective, safe practice. Through the combined use of observation, the Critical Incident Technique, and interviews, this study analyzed information issues that impact coordination. Results demonstrate how distributed team planning is inherent to the efficacy of the system, and discuss implications for information tools to support coordination within in a complex setting.
Anesthesiology↗
Statement on health care industry representatives in the operating room.
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Consultants↗
Evaluation of operating room suite efficiency in the Veterans Health Administration system by using data-envelopment analysis.
BACKGROUND: Operating room (OR) activity transcends single ratios such as cases/room, but weighting multiple inputs and outputs may be arbitrary. Data-envelopment analysis (DEA) is a novel technique by which each facility is analyzed by the weightings that optimize its score. METHODS: We performed DEA analysis of 23 Veterans Health Administration annual OR activity; 87,180 cases were performed, 24 publications generated, and 560 trainee-years of education delivered, in 168 ORs over 166,377 hours by 1,384 full-time equivalents of surgical and anesthesia providers and 523 nonproviders. RESULTS: Varying analyzed parameters produced similar efficiency rankings, with individual differences suggesting possible inefficiencies. We characterized returns to scale for efficient sites, suggesting whether patient flow might be efficiently further increased through these sites. We matched inefficient sites to similar efficient sites for comparison and suggested resource alterations to increase efficiency. CONCLUSIONS: Broader DEA application might characterize OR efficiency more informatively than conventional single-ratio rank ordering.
Anesthesiology↗
Fire in the operating room: a case report and laboratory study.
UNLABELLED: In July, 1998 a fire occurred in an operating room (OR) at the University Medical Center in Tucson, AZ. A patient was burned on the face, neck, and shoulders by the fire, which started during cranial burr-hole placement under monitored anesthesia care. This paper describes the actual case in some detail. The incident was simulated as accurately as possible in a laboratory experiment, in an attempt to determine specific risk factors for this event. The experiment found that a specific combination of factors was required to produce a fire similar in appearance to the one in the OR. The risk factors determined in these experiments are discussed in the context of previous reports of OR fires. Although other reports demonstrate some common characteristics of these events, the fire at the University Medical Center appears to be unique within the literature regarding the specific chain of events that led up to it. IMPLICATIONS: A patient was seriously burned in a fire that occurred during surgery. We performed laboratory experiments to re-create the fire, and found some of the key factors that led to this event.
Aged↗
The effect of a new NPO policy on operating room utilization.
STUDY OBJECTIVES: To prospectively assess the impact of a liberalized preoperative fasting policy on operating room (OR) utilization. STUDY DESIGN: Prospective cohort study involving data collection before and after a change in nil per os (NPO) policy. SETTING: Academic teaching hospital. PATIENTS: 5,420 consecutive outpatients and AM admissions. INTERVENTIONS: Data collection was done on all adult patients who presented to our OR suite over two 15-week periods. During the first 15-week period, patients were instructed to drink no liquids after midnight (control group, n = 2,646). In the second 15-week period, patients were allowed to consume unlimited clear fluids until 2 to 3 hours prior to surgery (study group, n = 2,774). MEASUREMENTS AND MAIN RESULTS: We found no difference between the control and study groups in the number of cases cancelled (0 in each group) or delayed (8 vs. 9; relative risk [RR] = 1.07, 95% confidence interval [CI] = 1.000 to 1.148) due to noncompliance with fasting guidelines. There was no difference between the groups in the number of cases of aspiration (0 in each group). In the control group, significantly more episodes of regurgitation were noted (12 vs. 9; RR = 0.715, 95% CI = 0.535 to 0.955) and more rapid-sequence/awake intubations were performed (119 vs. 51; RR = 0.409, 95% CI = 0.306 to 0.546) than in the study group. CONCLUSIONS: Liberalizing a preoperative fasting policy and allowing patients to consume unrestricted clear fluids up until 3 hours before their scheduled time of surgery did not affect their compliance with fasting requirements. No increase in cancellations or delays of surgical procedures due to inappropriate oral intake was observed.
Adult↗
Death in the operating room: an analysis of a multi-center experience.
To characterize causes of death in the operating room (OR) following major trauma, a retrospective review of admissions to eight academic trauma centers was conducted to define the etiology of death and challenges for improvement in outcome. Five hundred thirty seven OR deaths of 72,151 admissions were reviewed for mechanism of injury, physiologic findings, resuscitation, patterns of injury, surgical procedures, cause of death, and preventability. Blunt injuries accounted for 61% of all injuries, gunshot wounds (GSW) accounted for 74% of penetrating injuries. Sixty two percent of all patients arrived in shock. Average blood pressure (BP) was 52 mm Hg at the scene and 60 mm Hg on admission, with the period of shock > 10 minutes in 74%. Only 56% were resuscitated to a BP > 90 mm Hg before surgery. Average time to the OR was 30.1 minutes and mean best postresuscitation pH was 7.18. Mean best OR temperature was 32.2 degrees C. Recurrent injury patterns judged as the primary cause of patient death included head/neck injury (16.4%), chest injury (27.4%), and abdominal injury (53.4%). Actual cause of death was bleeding (82%), cerebral herniation (14.5%), and air emboli (2.2%). A different strategy for improved outcome was identified in 54 patients with the following conclusions: (1) delayed transfer to the OR remains a problem with significant BP deterioration during delay, particularly following interfacility transfer; (2) staged injury isolation and repair to allow better resuscitation and warming may lead to improved results; (3) combined thoraco-abdominal injuries, particularly with thoracic aortic disruption, often require a different sequence of management; (4) aggressive evaluation of retroperitoneal hematomas is essential; (5) OR management of severe liver injuries remains a technical challenge with better endpoints for packing needed; and (6) resuscitative thoracotomy applied to OR patients in extremis from exsanguination offers little.
Adult↗
Genetic similarity among one Aspergillus flavus strain isolated from a patient who underwent heart surgery and two environmental strains obtained from the operating room.
We report the simultaneous isolation of one Aspergillus flavus strain from the aortic prosthesis of a heart surgery patient and another two isolates recovered from a dual-reservoir cooler-heater used in the operating room where this patient was operated on. Genetic typing of these three isolates by randomly amplified polymorphic DNA (RAPD) revealed identical genotypes. Eight unrelated control strains of A. flavus had eight different genotypes. These results clearly indicated the nosocomial origin of the A. flavus strain isolated from the patient. We suggest that the RAPD technique is a rapid and reliable tool to ascertain the epidemiology of infections caused by A. flavus.
Aorta↗
Persistence of unsafe practice in everyday work: an exploration of organizational and psychological factors constraining safety in the operating room.
This paper explores the factors that influence the persistence of unsafe practice in an interprofessional team setting in health care, towards the development of a descriptive theoretical model for analyzing problematic practice routines. Using data collected during a mixed method interview study of 28 members of an operating room team, participants' approaches to unsafe practice were analyzed using the following three theoretical models from organizational and cognitive psychology: Reason's theory of "vulnerable system syndrome", Tucker and Edmondson's concept of first and second order problem solving, and Amalberti's model of practice migration. These three theoretical approaches provide a critical insight into key trends in the interview data, including team members' definition of error as the breaching of standards of practice, nurses' sense of scope of practice as a constraint on their reporting behaviours, and participants' reports of the forces influencing tacit agreements to work around safety regulations. However, the relational factors underlying unsafe practice routines are poorly accounted for in these theoretical approaches. Incorporating an additional theoretical construct such as "relational coordination" to account for the emotional human features of team practice would provide a more comprehensive theoretical approach for use in exploring unsafe practice routines and the forces that sustain them in healthcare team settings.
Anesthesiology↗
[The operating room of the future].
Advances in computer technology will revolutionize surgical techniques in the next decade. The operating room (OR) of the future will be connected with a laboratory where clinical specialists and researchers prepare image-guided interventions and explore the possibilities of these techniques. The virtual reality is linked to the actual situation in the OR with the aid of navigation instruments. During complicated operations the images prepared preoperatively will be corrected during the operation on the basis of the information obtained peroperatively. MRI currently offers maximal possibilities for image-guided surgery of soft tissues. Simpler techniques such as fluoroscopy and echography will become increasingly integrated in computer-assisted peroperative navigation. The development of medical robot systems will make possible microsurgical procedures by the endoscopic route. Tele-manipulation systems will also play a part in the training of surgeons. Design and construction of the OR will be adapted to the surgical technology, and include an information and control unit where preoperative and peroperative data come together and from where the surgeon operates the instruments. Concepts for the future OR should be regularly adjusted to allow for new surgical technology.
Diagnosis, Computer-Assisted↗
Coaching as a framework for developing staff in the operating room.
This paper looks at coaching as a framework for facilitating the development of staff in the Operating Room. It defines coaching as an ongoing, face-to-face interaction between the learner and coach that supports and encourages employees to aspire to their best efforts. It stresses that coaches are not born but trained in life skills that they practice regularly.
Education, Nursing, Continuing↗
Use of linear programming to estimate impact of changes in a hospital's operating room time allocation on perioperative variable costs.
BACKGROUND: Administrators at hospitals with a fixed annual budget may want to focus surgical services on priority areas to ensure its community receives the best health services possible. However, many hospitals lack the detailed managerial accounting data needed to ensure that such a change does not increase operating costs. The authors used a detailed hospital cost database to investigate by how much a change in allocations of operating room (OR) time among surgeons can increase perioperative variable costs. METHODS: The authors obtained financial data for all patients who underwent outpatient or same-day admit surgery during a year. Linear programming was used to determine by how much changing the mix of surgeons can increase total variable costs while maintaining the same total hours of OR time for elective cases. RESULTS: Changing OR allocations among surgeons without changing total OR hours allocated will likely increase perioperative variable costs by less than 34%. If, in addition, intensive care unit hours for elective surgical cases are not increased, hospital ward occupancy is capped, and implant use is tracked and capped, perioperative costs will likely increase by less than 10%. These four variables predict 97% of the variance in total variable costs. CONCLUSIONS: The authors showed that changing OR allocations among surgeons without changing total OR hours allocated can increase hospital perioperative variable costs by up to approximately one third. Thus, at hospitals with fixed or nearly fixed annual budgets, allocating OR time based on an OR-based statistic such as utilization can adversely affect the hospital financially. The OR manager can reduce the potential increase in costs by considering not just OR time, but also the resulting use of hospital beds and implants.
Accounting↗