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Results for “Operating Room Information Systems”

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At least 19 recordsLinked to original sources
PubMed1988

Operating room scheduling data base analysis for scheduling.

A methodology to determine and maintain the schedule times used in a computer-based OR Scheduling System is presented. State-of-the-art equations to be used for different scheduling situations are presented and discussed with the attendant data base reduction methodology to provide the scheduling parameters. An example is given of the data reduction methodology as well as suggestions for maintenance of the data base.

Hospital Information Systems↗
PubMed1988

Surgical unit time utilization review: resource utilization and management implications.

As health care providers seek ways to reduce the cost of health care services, hospital operating rooms (ORs) have been identified as potential areas for cost reduction efforts. Cost containment efforts which have shifted significant portions of the inpatient population to ambulatory areas have resulted in an inpatient population which is sicker and more procedure-intensive. Efficient management of operating rooms has assumed even greater importance in this environment. Inefficient or inaccurate scheduling of OR time often results in delays of surgery or cancellations of procedures, which are costly to the patient and the hospital. Approaches to efficient use of ORs include computerized scheduling, utilization monitoring, and refinement of scheduling policies and procedures. In the absence of commercially available software to meet operating room management information needs, Johns Hopkins developed its own system in 1983. This software provides detailed information for daily OR management and long-term planning. The computerized operating room scheduling and monitoring system is described in this article and an operational measure of scheduling accuracy is proposed. Suggestions are made for incorporating this measure into planning and allocation decisions.

Appointments and Schedules↗
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↗
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↗