in practice, hospital administrators often discover just how challenging it can be to quantify what are largely qualitative vari- ables. After all, how does one accurately assign a monetary value to a patient’s quality of life or an institution’s reputa- tion? Plus, there comes a time when the OR needs attention, regardless of what other worthy projects are competing for the same capital improvement dollars. Visit www. time/ for sidebar “Is now the right time? Important questions to ask before building a new OR.”

Frank DiLalla, Director, Marketing, STERIS

A facility can decide whether an operating room renovation is needed by looking at how their operating rooms are utilized today. Are these rooms incapable of supporting the number or complexity of procedures needed to meet the facility’s goals? Is the operative staff struggling to communicate effectively, access the infor- mation they need, or manage images and videos captured during a procedure? Is the operating room cluttered by cart-based equipment and diffi cult to navigate because of cables draped along the fl oor? Does the

facility have or desire new video or imaging devices that cannot be connected to their existing OR integration system, such as 4K cameras or displays? Answering yes to questions like these indicates that a retrofi t may be needed to improve the use of existing operating rooms.

What are the common concerns that you hear from surgeons, supply chain, nurses, schedulers, C-suite, etc. about taking this big step?

Cavallaro: New state-of-the-art equipment requires additional space and

upgraded power and cooling requirements. This equipment is often data driven and space must be available for multiple moni- tors. Additionally, the cost of upgrades (in- cluding phasing and downtime) versus relocating and avoiding phasing and down- time needs to be considered.

Bluette: Most facilities can’t shut down an operating room and parts of

the surgical suite to allow for an extensive construction project. They have an obligation to patients and need to maintain emergency services. Surgical procedures are also a prime revenue generator for the hospital, making prolonged downtimes a fi nancial issue. It’s also very challenging to maintain the sterile environment that is required.

Bridgen: While all stakeholders tend to have their own concerns, the

common concern is planning the construc- tion in a way that minimizes disruption and potentially lost cases. This is where the Lean design methodology can come into play. The decision to incorporate Lean design and practices into new construction proj- ects can improve the effi ciency of surgeons, nurses, scheduling staff and even supply chain; support the most effi cient work-fl ow design and process.

Rockow: Fear of change and the potential disruption to current workfl ows

are shared concerns among all stakeholders. Surgeons and members of their surgical team, by their own admission, are creatures of habit. Many would acknowledge they function most comfortably in familiar sur- roundings, even under less than optimal conditions.

That’s why it’s important that surgeons

and OR managers be well represented on any OR renovation planning team and be actively involved throughout the lengthy planning process to avoid unwelcomed surprises. It’s equally important that training is scheduled for all members of the surgical staff prior to room commissioning and that additional support personnel are made available on-site once surgeries have been


Visit 16 October 2018 • HEALTHCARE PURCHASING NEWS •

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