BACKGROUND: rd Operating rooms (ORs) cost constitute a major investment of healthcare resources, approximating 1/3 of the total hospital budget and are among the most important areas of the hospital, contributing to both the workload and the revenue. OR efficiency is dened functionally in terms of underutilized and overutilized hours of ORtime. METHOD: A two p art study containing a prospective analysis time motion study of the operating room (OR) database to retrieve only the cases involving ve major operation theatres followed by a dichotomous open formal questionnaire with yes or no options to take the opinion of the operating room staff i.e., consultants, residents (both surgeons and anesthetists) and nurses RESULTS: Based on the time motion study the delays were mostly identied in T1-Wheel in time, T2- Anesthesia induction T6-cleaning of OR. In part 2 of the study it was evident that 65 % of the staff were of an opinion that OR is currently underutilized, 45% of the staff opined that signicant time is wasted between two surgeries and 75 % opined that they couldn't complete the scheduled list. CONCLUSIONS : Proper scheduling of regular cases and clarity in preparation of OT list, augmenting the man power, establishment good supply chain by providing sub stores in operation operating room, arrangement of sterile supplies and other equipment for the OR adequately by nursing staff could possibly lead in effective utilization of the Operating room time
Background: The Central Sterile Supply Department (CSSD) is a service unit of the hospital responsible for providing guaranteed sterile equipment/ instruments to all the departments of hospital for immediate use in patients care. Method: During a 4-month period, in CSSD which caters two number of operation theatres and a 6 bedded Intensive care unit, a central laboratory and a blood bank a study was done, we used PDCA approach to PLAN i.e., identify and analyze the problem, within CSSD and to “DO” i.e., implement changes in CSSD from the inputs given by all the stakeholders involved viz. CSSD technicians, staff, nursing ofcers and the consultants. Subsequently PDCA approach was used to identify and analyze the problem, viable solutions were incorporated. Results : To identify the problem process mapping and interactive sessions with the staff and it was identied that the main problem was inadequate quality in the CSSD services. Our analysis also extracted that the Standard operating procedures were documented related to CSDD were found to be inadequate with regard to the machine maintenance, staff training. The “Do” stage is where we checked for possible solutions or changes. By carrying out a detailed process mapping of the CSSD work ow, an action was taken based on what was learned in the study and to incorporate what we have learned from the test into wider changes, to plan new improvements and start the cycle. Conclusions : The interesting application of PDCA cycle to improve Kaizen and the results achieved reinforces the usefulness of the Kaizen tools to improve business excellence. Using the same facilities, it was possible for efcient space utilization, better improvement in Knowledge of the manpower, identied few gaps in the material procurement and developed standard operating procedures to be followed which are on par to the national and international infection control guidelines which resulted in better working conditions and efcient output from the central sterile supply department.
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