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