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N O V E M B E R 2 0 1 4 | O U T P AT I E N T S U R G E R Y M A G A Z I N E O N L I N E
STAFFING
sulted and resolve unexpected issues. They check for holes in supply
wrappers, and ensure needed equipment and instruments are on hand.
Basically, they now have time to make absolutely certain that the rooms
are ready and issues are resolved.
Before
Surgeons noted cut times instead of "wheels in the room" times on their
personal calendars. For example, they assumed surgery was scheduled
to start at 7:30 a.m., and didn't know they should report earlier to com-
plete pre-op visits with patients — that's why they were usually late.
Now
The day before surgery we print out the first cases and text in-room
times to surgeons and what time they need to be finished with their
patients in pre-op. For example, we text: Dr. Smith, your in-room time
is 7 a.m., you need to be done in pre-op by 6:40 a.m. That small change
has really helped get surgeons to their rooms when they need to be.
Before
We were often caught off guard when staff members called out sick,
rooms weren't set up for complex cases or supplies weren't pulled the
night before.
Now
A dedicated early-arrival team comprised of a nurse and surgical tech
arrives at 6 a.m. They confirm that the correct supplies have been pulled
and check that rooms scheduled for bigger procedures such as total
shoulders are set up and ready to go. The team checks the big-picture
items to ensure ORs are primed for the start of the day. They also serve
as stopgaps for last-minute staff callouts.
