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Results for “Operating Room Information Systems”

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At least 37 records · Page 2Linked 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↗
PubMedDate not supplied

Automated data collection and presentation in the operating room.

An 'Operating Room Data Integration System', is described which is used to collect, present and archive all important physiological parameters during open heart surgery. The system requires very little attention, and provides an easy to understand and coherent interface to the user. The system is adaptable to a large extend and thus data can be presented to the user in a manner, with which he or she is already familiar. Simple drivers can be written to enable connection of the system to almost any other piece of medical equipment, if the latter provides an analog or digital, output signal. Automatic logging of the acquired signals is then possible.

Computer Systems↗
PubMed1991

Using change dynamics to implement a new software system in the OR.

Even though goals are essential, maintenance of rapport and communication must not be overlooked when the leader focuses on the overall plan. When the leader shows understanding toward those living with the day-to-day challenges of change, the staff and leader are brought together as a team. The effective leader also must learn to distinguish between barriers that must be confronted and those that should be avoided to lessen potential for permanent damage to relationships. Change managed effectively provides opportunities for growth as a team as well as integration of new practices.

Attitude of Health Personnel↗
PubMed1987

Using a rapidly identifiable access code system in the OR.

To ensure that this system works, each staff member makes an entry into the computer or on the master chart when an item is taken from the supply area. He or she is also expected to check for outdated instrumentation and proper placement on the shelf. The coding system has increased the staff's organization and productivity. It has been successful because it uses a numerical system instead of a memory-based system, and because all instrumentation are categorized and stored according to specialty. The simplicity of the system that allows for quicker access to instrumentation also makes it inexpensive to implement.

Filing↗
PubMed1990

Comprehensive surveillance of surgical wound infections in outpatient and inpatient surgery.

A surgeon-specific computer-generated monthly questionnaire was used to improve surveillance of surgical wound infections in outpatients as well as inpatients following discharge. From July 1988 through June 1989, 20,536 surgical procedures were performed at our medical center, of which 53% were for outpatients. The total wound infection rate was 0.63%: 0.13% in outpatients and 1.2% in inpatients (p less than .005). Of the infected wounds, 20% were reported by the survey alone and would have gone undetected by conventional surveillance methods (71.4% of outpatient and 13.8% of inpatient wound infections). As a whole, clean and clean-contaminated wounds in outpatients were much less likely to become infected than those in inpatients. Wound cultures were not obtained in 85% of infections reported by the survey alone, and were less likely to be obtained in outpatients. The average time spent by the infection control department on the survey was approximately two hours per week.

Ambulatory Surgical Procedures↗
PubMed1989

Evaluation of an advance surgical scheduling system.

Utilization of the surgical suite is of significant concern to administrators because of the high costs associated with this facility. Scheduling systems, which control the flow of patients into the surgical arena, are frequently cited as a primary means of improving resource utilization. The objective of the research reported herein was to test the hypothesis that the implementation of a centralized advance surgical scheduling system is associated with a significant improvement in operating room (OR) team utilization rate. Data were collected at a test hospital and at a control hospital for three months prior to implementation of a scheduling system at the test hospital, and for an additional three months starting nine months after implementation. The mean OR team utilization rate at the test hospital rose 12% from 0.68 prior to implementation to 0.77 postimplementation. The mean OR team utilization rate at the control hospital fell 8%, from 0.78 preimplementation to 0.73 postimplementation. The research hypothesis was supported using multiple regression, which controlled for various intervening variables that could affect utilization rate independently of the scheduling system. A literature review showed that experimental designs such as the one used in this study have not previously been used to evaluate scheduling systems in hospital settings, despite the increasing need to justify the purchase and implementation of such systems.

Bed Occupancy↗
PubMed1986

The case for using computers in the operating room.

The largest cost center and revenue generator in most hospitals, the operating room is subject to demands for increased cost accountability and quality assurance. Information technology tools can be incorporated into the operating room and have the potential to positively affect practices there through addressing nursing, administrative/financial and medical needs. Microcomputer-based operating room systems now on the market can provide functions from scheduling and case costing to medical records and market analysis. Of 21 functions identified, 10 can be characterized as mandatory and the remaining as optional. Individual systems offer varied configurations, providing from 0 to 21 functions. These enhanced capabilities for data collection, monitoring and analysis enable health care professionals to provide both better and more cost-effective care for surgical patients.

Computers↗