Elaine S. Larson Surgical Center Campaign - Allina Health

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jerone Kennedy, Md,
neurosurgeon
Pam Berg, rn, Surgical
Patient Care Manager
Turnover refers to the process of transition from one procedure to the
next. When a procedure is completed, equipment must be moved out
of the room so the room can be cleaned. Then equipment for the next
procedure is brought in. When rooms are small, equipment placement is
similar to putting together a jigsaw puzzle. The pieces need to be placed
in the room in a specific order and precise to each other or they don’t fit.
Sometimes this means, moving the patient in first and the equipment in
afterwards. In addition, equipment may be stored in a location far from
the room, slowing turnover even more.
“United has longer turnaround times than elsewhere,” says Dr. Kennedy.
“Surgeons who could do four or five cases in a day elsewhere may only fit
in two or three at United.”
By renovating the operating rooms, many of these inefficiencies will be
eliminated, such as competition for the few large operating rooms that
currently exist. Delays in scheduling will be reduced and scheduling staff will
have less juggling to do. Turnover time will also be reduced, as much of the
equipment will be mounted on booms in the rooms, reducing the need for
carts to be moved to and from the room. Storage will be increased, making it
easier to locate equipment and supplies when needed.
Process improvement
In addition to the physical renovation, work began in January 2010 on
process improvements for the Surgery Department. For example,
perioperative staff and post-surgical staff have been trained to float
between these two areas so that staff is readily available to meet the
greatest need. Additional studies are underway regarding supply
distribution to reduce supply costs, improve inventory and make supplies
easier to access during a procedure.
“The supplies and equipment you use over and over should be centrally
located to decrease down time,” says Dr. Kennedy. “If you don’t address
process improvement, utilization and flow, you won’t improve efficiency.”
And without improved efficiency, the bottom line will be affected, as will
all other programs at the hospital.
Strategic Growth
United Hospital has strategically planned to increase surgical cases
based on the community’s need and growth for the hospital. The current
operating rooms interfere with that ability and can impact every other
program and service at United Hospital.