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Results for “Operating Room Information Systems”

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At least 73 records · Page 4Linked to original sources
PubMed2001

Large public display boards: a case study of an OR board and design implications.

A compelling reason for studying artifacts in collaborative work is to inform design. We present a case study of a public display board (12 ft by 4 ft) in a Level-I trauma center operating room (OR) unit. The board has evolved into a sophisticated coordination tool for clinicians and supporting personnel. This paper draws on study findings about how the OR board is used and organizes the findings into three areas: (1) visual and physical properties of the board that are exploited for collaboration, (2) purposes the board was configured to serve, and (3) types of physical and perceptual interaction with the board. Findings and implications related to layout, size, flexibility, task management, problem-solving, resourcing, shared awareness, and communication are discussed in an effort to propose guidelines to facilitate the design of electronic, computer driven display boards in the OR environment.

Audiovisual Aids↗
PubMed2002

Comprehensive performance management in the operating room.

A clearly defined method for measuring and analyzing operating room (OR) processes provides a common language for focusing management's attention on areas of variability that can be eliminated. But hospitals must also assess OR performance against multiple financial aid and clinical quality metrics to achieve continuous improvement in patient outcomes and profitability enterprisewide. This project is a collaborative effort by McKesson Information Solutions and the Healthcare Financial Management Association.

Benchmarking↗
PubMed2003

The future is now for surgery suites.

The operating room has become a hotbed for hospital technology. Headset-wearing surgeons issue voice commands to adjust lighting, reposition cameras and raise or lower the operating table. Surgical robots on wheels move from one OR to the next. Decision-support tools alert clinicians to the possibility of error.

Capital Expenditures↗