important that the OR team remains in the room until the implants
have been implanted. We wait until after that critical point of surgery
to relieve anyone in the room, even if, for example, it is their sched-
uled lunch break.
Clear the room of unneeded equipment.
Before surgery, determine the equipment that you'll need and
park the rest at a temporary spot in a hallway outside the OR. Not only
does that free up space in the OR, but it keeps people from having to
leave the room to get equipment that should have been there from the
start. Likewise, those who would have been coming in the room in
search of equipment now have easy access to it in the hallway.
Have all supplies in the room.
Just as you should have the equipment you'll need for the case
in the room before they wheel the patient in, so, too, should you have
all the supplies in the room. Studies show that peak rates for OR traf-
fic are at the beginning of the case, in the pre-incision period, when
you're prepping the patient and the room and staff are arriving in the
room. Researchers found that up to 20% of door openings are for sup-
plies or equipment, and that the circulator and staff from the sterile
core are responsible for up to 50% of all traffic. While some degree of
flexibility is necessary to allow for intraoperative decisions or find-
ings, most supplies should be on hand based on surgeons' pick lists.
You don't want a surgeon turning to you while a patient is on the table
and saying, "I need a local." Know before surgery the supplies and
equipment that a surgeon likes to use so you don't have to run out and
get anything. We've gotten more vigilant with the use of preference
cards and the need to update them. We can pull them up on the com-
4
3
IP
Infection Prevention
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