19. Have a
service agree-
ment. If you're
running a high-
volume center,
you know how
much stress
gets put on
equipment.
"You have
radiofrequency
that's frying tis-
sue," says Ms.
Quinn. "If it hits the scope, it ruins it." Something gets sent out for
repair almost every week, she says. "So we have a service agreement
for our scopes and cameras. We pay so much per month, so it doesn't
matter how many items we have to send out. To us, it's well worth it."
20. Consider using a "tweener" team to help with turnover. If the
situation calls for it, staff an extra team that consists of a nurse and a
tech. "If you have 2 rooms going, you have 3 teams," explains Ms.
Krokoff. "I had an upper extremity doc who used to do 16 cases by
2:30 or 3." That's a challenge for any staff. The extra team helps break
down equipment, facilitate getting patients in and out and generally
helps get ready for the next case, so the surgeon can keep moving.
21. Think OHIO (only handle it once). Surgeons should strive to "use
each instrument for all its applications, then go on to the next instru-
ment," says Dr. Kelly. "For example, if you're doing a rotator cuff
repair, use thermal to perform the bursectomy, resect the CA ligament
and prepare the tuberosity, before moving on to the next device. It
saves much time, eliminates many transfers and lessens the workload
D E C E M B E R 2 0 1 6 • O U T PA T I E N TS U R G E R Y. N E T • 9 3
• TWO FOR ONE Under the right circumstances, one surgeon can handle 2 ORs and virtually eliminate downtime.
