The Efficiency of a Dedicated Staff on Operating Room Turnover Time in Hand Surgery

Avery, Daniel; Matullo, Kristofer S.

doi:10.1016/j.jhsa.2013.09.039

Cited by 52 publications

(33 citation statements)

References 4 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Similarly, Avery and Matullo demonstrated that dedicated orthopedic circulators and scrub technicians improve operative efficiency. 16 Furthermore; standardization of instruments also reduces turnovers. Data by Mariano et al had observed that one additional joint arthoplasty could be done if turnover time is reduced by 18%.…”

mentioning

confidence: 99%

Reasons for delay in turnover time in operating room- an observational study

Kumar¹,

Malhotra²

2017

Bangladesh J Med Sci

View full text Add to dashboard Cite

Background: Operating room (OR) like casualty room is the most productive area of a hospital. Turnover time although is a non-productive time in the operating room, yet it is important. Its efficient utilisation require multidisciplinary team work especially supporting services which play a major role in reducing turnover time in the operating room. Since present medical college where study was being conducted is still in its evolving stage, it was considered desirable for its quality improvement to study various factors which are contributing in turnover time delay so that appropriate measures can be taken to prevent the undue turnover time delay. Materials and methods: Present prospective observational case study aims at measurement of turnover time delays during 100 working days which were completed over four months for two operation theatres. The variable chosen was the delay of turnover time from the benchmark time taken. The data were collected, compiled and analysed. Results: In orthopaedics OR 77% of turnovers were found within benchmark limits. Only in 23% cases turnovers were delayed. 47% of times hospital related issues were responsible. In surgery OR 79% of turnovers were within benchmark limits. 21% cases were delayed; of this hospital related problems caused delayed turnovers in 53% cases. Conclusions: The study concluded that reasons for delays centred on multifactorial reasons which were unavoidable and unpredictable. But if those problems that can be easily fixed are attended to, valuable time can be saved, which will ultimately keep the surgeries on schedule and will prevent cancellation of elective cases. The utilization of OT complex can be optimized by team effort, multitasking and parallel processing.

show abstract

mentioning

confidence: 99%

Reasons for delay in turnover time in operating room- an observational study

Kumar¹,

Malhotra²

2017

Bangladesh J Med Sci

View full text Add to dashboard Cite

show abstract

“…Compared to non-ENT nursing staff, specialized ENT resource nurses are more familiar with ENT procedures and better trained to setup/use ENT specific equipment. These factors have been identified as contributors to OR efficiency in prior studies [ 11 ]. Compared to non-ENT nursing staff, ENT resource nurses are likely to work on a higher proportion of ENT cases.…”

Section: Discussionmentioning

confidence: 99%

Impact of ENT resource nurses in improving operating room efficiency

Aravinthan

Holmes

Nair

et al. 2020

J of Otolaryngol - Head & Neck Surg

View full text Add to dashboard Cite

Background: Operating room (OR) efficiency is related to minutes spared from surgical time and has been linked to the make up of surgical teams and operating room workplace. The research on the efficiency of surgical nursing staff members is scant. The current study evaluates the effect of ENT trained OR resource nurses on the efficiency of operating time during ENT procedures. Methods: Five hundred seventy-three ENT surgery cases from 4 surgeons were retrospectively reviewed. Two hundred forty-two cases had ENT OR nursing staff and 331 cases had non-ENT OR nursing staff. Requested operative times (ROT) and true operative times (TOT) were analyzed. The difference between the TOT and ROT was used to measure operating time efficiency. Results: Cases with ROT < 30 min (M =-1.19, SD = 5.01) required 3.34 min less than planned for when an ENT nurse was present compared to those with non-ENT nursing staff which required on average 2.15 min (M = 2.15, SD = 5.68) longer than ROT. Furthermore, cases with ROT > 30 min (M =-4.32, SD = 10.85) required 10.85 min less than planned for when an ENT nurse was present. Conversely with non-ENT nursing staff cases with a ROT > 30 min required on average 6.53 min (M = 6.53, SD = 11.85) longer than ROT. Conclusion: ENT resource nurses were shown to improve OR efficiency in cases less than 30 min and greater than 30 min. Cases that were greater than 30 min showed the largest increase in efficiency. Specialized ENT nursing staff improved efficiency during common ENT surgeries.

show abstract

“…Dedicated operating theatres and theatre staff increased efficiencies including reducing time from admission to theatre as well as operating time and turn‐around, reducing the volume of out‐of‐hours operating and increasing the consultant supervised surgery . All of these improvements were experienced by the hand service and its patients after remodelling the service.…”

Section: Discussionmentioning

confidence: 99%