Outpatient Surgery Magazine, providing current information on Surgical Services, Surgical Facility Administration, Outpatient Surgery News and Trends, OR Excellence and more.
Issue link: http://outpatientsurgery.uberflip.com/i/1059719
Getinge contributed to an insightful article in the September 2018 issue of Healthcare Purchasing News (hpnonline.com/ makeover-undertaking/) that makes a strong argument why renovations to a central sterile department require a comprehensive multidisciplinary multifaceted approach In CS/SPD Renovations Taking the time to avoid a 10-year mistake. Realizing that as al' much as 65% of a hospit s revenue is comprehensive multidisciplinary, multifaceted approach. In the HPN article, Getinge Surgical Workflows Regional Sales or T Direct Tom Westco made the following observation: "Imagine an auto mechanic performing a major engine repair with the motor still running. When renovating the CSD, clinicians and administrators face a similar dilemma. The number-one imperative before any architectural renderings or equipment specs have been completed is to ensure a plan is in place to safeguard uninterrupted processing workflows from a temporary location, mobile unit on site or through outsourcing." Westco also stressed the need to conduct a comprehensive analysis of the trends in the volume and type of procedures al' being performed in the hospit 's ORs. "Continual advancements in image guided and robotic surgeries across multiple disciplines necessitate enhanced scrutiny of the oductivit pr ty capabilities of low-temperature sterilization and ultrasonic cleaning equipment. Plus, steam sterilizers and washer-disinfectors need to accommodate anticipated workload volumes over the next seven years." Given the relative infrequency of CSD renovations, the world of sterile processing has dramatically changed since many hospitals last updated workflow strategies and equipment capabilities. xit As the volume and comple ty of surgical procedures continue to increase nationwide, a number of institutions have been forced to conduct a form of economic triage, directing limited resources to upgrade their ORs and invest in hybrid OR and integration technologies to remain competitive. Based on numerous consultations and years of experience in helping hospitals plan for the future, Westco offers Managing Risk readers an informed perspective of what typically happens next. The da " ay invariably arrives when the CSD is overwhelmed by the increased reprocessing workload that serves to expose existing g generated in the respond quickly t expense of follow consequences fo create a series of into the future." When time is of t recommends tha a pay particular a t ma factors tha ay in the past. "Even aer CSD workload, staff si burden on techn possible while fo Westco points t Glide System (AG without staff inte "In addition, Geti design of a user i monitor equipme fatigue during a b kinds of details th how much press Manag to sub of th info.g p OR, hospital administration is obligated to to this escalating internal crisis, oen at the wing a comprehensive planning regimen. The or rushing the process have the potential to f clinical, operational and financial risks well the essence to complete the project, Westco at planners avoid shortsighted shortcuts and ention to ergonomic and technician safety not have been considered to be a top priority upgrades are instituted to handle the increased ize oen remains stable placing even more of a nicians and equipment to be as productive as llowing strict safety protocols." to automation systems such as the Getinge Air GS) that facilitates washer loading and unloading ervention to minimize liing and muscular strains. nge understands that something as basic as the interface should make it possible for staff to ent cycles at a distance to reduce footsteps and busy shi These are just a few examples of the s • e i r t n u /20 2 1 P X E A V E R 8 6 4 3 8 000 V C M busy shi. These are just a few examples of the hat planners need to fully examine, no maer ure they face to fast-track the project." ging Risk readers are invited bscribe to a digital version his newsleer by visiting getinge.com/ManagingRisk m o c . ge in t ge . w w w 0 4 0 9 - 5 7 4 - 0 0 8 - 3 • 1 2 6 4 Y 1 , N r, e t s e h c o d • R a o a R e i r n e t H s a 7 E 7 7 e • 1 g n i t e · G r e c ffi O s le a S . d e v r e s e s r t h g i l r l s • A e t a i l ffi r a s o e i r a i d i s b u s s t r i B o e A g n i t e 8 G 1 0 t 2 h g i r y p o C o r c e h t r o s o e t a t d S e t i n e U h n t s i e t a i l ffi r a , o s e i r a i d i s b u s s t , i B e A g n i t e f G k o r a m e d a r d t e r e t s i g e s a r e i g n i t e increased reprocessing workload that serves to expose existing oductivit workflow inefficiencies and equipment pr ty limitations. G g