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Journal articles on the topic 'Operating Room Management'

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Published: 4 June 2021
Last updated: 25 May 2024

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1

Ann Kapur, Patricia. "Operating Room Management." Anesthesiology 90, no. 3 (March 1, 1999): 933–34. http://dx.doi.org/10.1097/00000542-199903000-00057.

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2

Dexter, Franklin, and James C. Eisenach. "Operating Room Management." Anesthesiology 93, no. 1 (July 1, 2000): 312–13. http://dx.doi.org/10.1097/00000542-200007000-00069.

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3

Allo, Maria D., and Maureen Tedesco. "Operating Room Management: Operative Suite Considerations, Infection Control." Surgical Clinics of North America 85, no. 6 (December 2005): 1291–97. http://dx.doi.org/10.1016/j.suc.2005.09.001.

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4

Muñoz Alameda, L. E., and A. Macario. "Advances in operating room management. The role of operating room director." Revista Española de Anestesiología y Reanimación (English Edition) 64, no. 3 (March 2017): 121–24. http://dx.doi.org/10.1016/j.redare.2017.01.005.

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5

Berry, Maresi, Thomas Berry-Stölzle, and Alexander Schleppers. "Operating room management and operating room productivity: the case of Germany." Health Care Management Science 11, no. 3 (January 16, 2008): 228–39. http://dx.doi.org/10.1007/s10729-007-9042-7.

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6

Chakraborty, Indranil. "Operating Room Leadership and Management." Anesthesiology 120, no. 3 (March 1, 2014): 783–84. http://dx.doi.org/10.1097/aln.0000000000000114.

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7

LEE, MARCIA G. "Operating Room Management in '88." Nursing Management (Springhouse) 19, no. 9 (September 1988): 64L. http://dx.doi.org/10.1097/00006247-198809000-00020.

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8

Macario, Alex. "Implementing operating room management science." European Journal of Anaesthesiology 31, no. 7 (July 2014): 355–60. http://dx.doi.org/10.1097/eja.0000000000000026.

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9

Glenn, D. M., and Alex Macario. "MANAGEMENT OF THE OPERATING ROOM." Anesthesiology Clinics of North America 17, no. 2 (June 1999): 365–94. http://dx.doi.org/10.1016/s0889-8537(05)70102-4.

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10

Showan, Ann M., and Sean K. Kennedy. "Management of the operating room." Seminars in Anesthesia, Perioperative Medicine and Pain 18, no. 2 (June 1999): 117–24. http://dx.doi.org/10.1016/s0277-0326(99)80043-9.

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11

Weeks, A. M. "Book Review: Operating Room Management." Anaesthesia and Intensive Care 28, no. 2 (April 2000): 231. http://dx.doi.org/10.1177/0310057x0002800222.

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12

Szerb, Jennifer. "Operating Room Leadership and Management." Canadian Journal of Anesthesia/Journal canadien d'anesthésie 60, no. 8 (April 16, 2013): 826–27. http://dx.doi.org/10.1007/s12630-013-9930-x.

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13

Gauthier, Jean Bertrand, and Antoine Legrain. "Operating room management under uncertainty." Constraints 21, no. 4 (November 19, 2015): 577–96. http://dx.doi.org/10.1007/s10601-015-9236-4.

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14

Zhang, Guimei, and Yingzi Yuan. "Implementation of Medical Behavior Management System in Operating Rooms." Journal of Clinical and Nursing Research 5, no. 6 (November 30, 2021): 56–60. http://dx.doi.org/10.26689/jcnr.v5i6.2712.

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Objective: To strengthen personnel management for a clean operating room and ensure an automatic, intelligent, and scientific workflow. Methods: The medical behavior management system has been implemented to monitor and manage medical personnel entering and exiting the operating room, so as to meet the standard requirements of the operating room. Results: The flow of personnel has been controlled effectively, the flow in and out of the operating room has been optimized, the management level of the operating room has improved, and the cost has been cut down. Conclusion: With the advent of the information age and the continuous improvement of the management system, the management of operating rooms has become more reasonable and humanized; the management mode, working environment, and the overall quality of nursing work in operating rooms have improved.
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15

Jones, Teresa S., Ian H. Black, Thomas N. Robinson, and Edward L. Jones. "Operating Room Fires." Anesthesiology 130, no. 3 (March 1, 2019): 492–501. http://dx.doi.org/10.1097/aln.0000000000002598.

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Abstract Operating room fires are rare but devastating events. Guidelines are available for the prevention and management of surgical fires; however, these recommendations are based on expert opinion and case series. The three components of an operating room fire are present in virtually all surgical procedures: an oxidizer (oxygen, nitrous oxide), an ignition source (i.e., laser, “Bovie”), and a fuel. This review analyzes each fire ingredient to determine the optimal clinical strategy to reduce the risk of fire. Surgical checklists, team training, and the specific management of an operating room fire are also reviewed.
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16

Irwin, Brian H., Mitchell H. Tsai, Simon C. Hillier, and Joel Goh. "Applying yield management to operating room management." Journal of Clinical Anesthesia 74 (November 2021): 110422. http://dx.doi.org/10.1016/j.jclinane.2021.110422.

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17

Makary, Martin A., Christine G. Holzmueller, J. Bryan Sexton, David A. Thompson, Elizabeth A. Martinez, Julie A. Freischlag, John A. Ulatowski, Eugenie S. Heitmiller, Lisa Rowen, and Peter J. Pronovost. "Operating Room Debriefings." Joint Commission Journal on Quality and Patient Safety 32, no. 7 (July 2006): 407–10. http://dx.doi.org/10.1016/s1553-7250(06)32053-3.

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18

Bilal, BOU SALEH, EL MOUDNI Abdellah, CHAHAL Lina, BARAKAT Oussama, and BOU SALEH Ghazi. "Operating Room Management System: Patient Programming." MATEC Web of Conferences 281 (2019): 05004. http://dx.doi.org/10.1051/matecconf/201928105004.

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The Operating Theater (OT) is one of the most critical and expensive hospital resources since a high percentage of hospitalizations are due to surgery. The main objectives are to perform the operation at the right time without incurring excessive waiting times and to optimize the use of medical resources in order to achieve maximum profitability. Management problems in the (OT) have been identified with well-known problems in the field of manufacturing or transport. This prompted us to look for a model used in industrial applications that would allow us to solve the problems of (OT) process as a whole. We first present the hybrid architectural concepts and the development of the control system for the management of the operating room process in its entirety. We then describe the patient programming function and the associated module algorithm based on distributed artificial intelligence.
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19

Ide, Patricia, Karen K. Kirby, and Paillette K. Starck. "Operating Room Productivity." JONA: The Journal of Nursing Administration 22, no. 10 (October 1992): 41–48. http://dx.doi.org/10.1097/00005110-199210000-00011.

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20

Brimacombe, Joseph R., and Christian Keller. "Airway management outside the operating room." Current Opinion in Anaesthesiology 15, no. 4 (August 2002): 461–65. http://dx.doi.org/10.1097/00001503-200208000-00009.

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21

Dexter, Franklin. "Operating room utilization: information management systems." Current Opinion in Anaesthesiology 16, no. 6 (December 2003): 619–22. http://dx.doi.org/10.1097/00001503-200312000-00008.

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22

Lawrence, Ardene M. "Critical Issues in Operating Room Management." AORN Journal 66, no. 4 (October 1997): 739–40. http://dx.doi.org/10.1016/s0001-2092(06)62937-2.

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23

Halpert, Aviva M., and Joel C. Solomon. "Risk Management in the Operating Room." QRB - Quality Review Bulletin 16, no. 10 (October 1990): 350. http://dx.doi.org/10.1016/s0097-5990(16)30394-3.

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24

Hannenberg, Alexander A. "Management of Operating Room Critical Events." Anesthesiology Clinics 38, no. 4 (December 2020): i. http://dx.doi.org/10.1016/s1932-2275(20)30080-x.

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25

Dexter, Franklin. "High-quality operating room management research." Journal of Clinical Anesthesia 26, no. 5 (August 2014): 341–42. http://dx.doi.org/10.1016/j.jclinane.2014.05.005.

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26

McManus, Michael L. "Shifting Goals in Operating Room Management." A & A Case Reports 6, no. 6 (March 2016): 181–82. http://dx.doi.org/10.1213/xaa.0000000000000256.

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27

Estok, Rhonda P. "The Manual of Operating Room Management." Plastic and Reconstructive Surgery 89, no. 4 (April 1992): 758. http://dx.doi.org/10.1097/00006534-199204000-00037.

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28

Cook, Tim, Elizabeth Cordes Behringer, and Jonathan Benger. "Airway management outside the operating room." Current Opinion in Anaesthesiology 25, no. 4 (August 2012): 461–69. http://dx.doi.org/10.1097/aco.0b013e32835528b1.

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29

Arcidiacono, Gabriele, Jihan Wang, and Kai Yang. "Operating room adjusted utilization study." International Journal of Lean Six Sigma 6, no. 2 (June 1, 2015): 111–37. http://dx.doi.org/10.1108/ijlss-02-2014-0005.

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Purpose – This paper aims to identify key factors that impact operating room (OR) utilization and evaluate different scenarios on OR performance. Design/methodology/approach – Five months of data were collected. stepwise regression and best subset models were used to select factors and generate regression model for OR utilization. We further used simulation to test the influence of case duration mean, case duration variation, scheduled utilization and first-case delay on OR utilization, OR cost inefficiency and patient wait time on the day of surgery. Findings – The scheduled utilization, case cancellation and add-on cases were the most important factors identified in all models. The larger the case duration variation, the lower the OR cost efficiency and utilization, the longer the patient wait time. First-case delay and turnover times are not critical in OR utilization or cost efficiency. Practical implications – OR management should focus on creating an effective way to manage case cancellation and add-on policy to tackle the change on the day of surgery. In addition, several weeks before the surgery, the management needs to consider how to schedule cases to fit the allocated OR time. Originality/value – In complementary of current OR management, this research assists OR management by identifying the factors that would result in the most significant improvement on OR utilization.
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30

Binger, Jane L., and Claire B. Mailhot. "The Operating Room Director." JONA: The Journal of Nursing Administration 18, no. 9 (September 1988): 6???15. http://dx.doi.org/10.1097/00005110-198809010-00002.

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31

Barratt, Cheryl C., and Mary Kay Schultz. "Staffing the Operating Room." Journal of Nursing Administration 27, no. 12 (December 1997): 27–31. http://dx.doi.org/10.1097/00005110-199712000-00009.

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32

Moss, Jacqueline, and Yan Xiao. "Improving Operating Room Coordination." JONA: The Journal of Nursing Administration 34, no. 2 (February 2004): 93–100. http://dx.doi.org/10.1097/00005110-200402000-00008.

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33

Khan, Bushra Alizah, Muhammad Arif, Ahson Memon, and Atif Sharjeel. "Operation room conflicts and management." International Journal of Endorsing Health Science Research (IJEHSR) 10, no. 4 (October 22, 2022): 398–403. http://dx.doi.org/10.29052/ijehsr.v10.i4.2022.398-403.

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Background: This study is based on management issues within the healthcare sector in Karachi. Specifically, it is focused on managing conflicts in the operation rooms, whereby team performance of Operation Theatre staff directly impacts patients' speedy recovery. Methodology: A quantitative survey was conducted involving the surgeons and Operation Theatre staff in Karachi's community hospitals. A closed-ended questionnaire was used in this study, and the questions mainly focused on the conflicts and management of doctors and staff in the operation theatre. Only those doctors and staff members included in the study who is currently working in the operation theatre division of the hospital. a Pearson correlation analysis was performed to assess the relationships between the factors affecting conflicts in the hospital's operating room. Results: The results indicated that the extent of conflict management is high. Factors include communication, leadership, training, adequate compensation, and role identification as perceived by employees. After performing OLS regression tests, the study found that the variable of miscommunication, the communication gap, plays a crucial role in accelerating disagreements of conflicts in Operation Theatre. Conclusion: A significant positive association between the factors and conflict management is observed. It suggests that operation theatre-related factors are improving with better conflict management practices.
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34

stun, Yasemin, Cengiz Kaya, Ersin Koksal, Fatih Ozkan, Binnur Sarihasan, Yusuf Yildirim, and Ender Cam. "OUTSIDE OPERATING ROOM MANAGEMENT: FIVE YEARS EXPERIENCES." Journal of Contemporary Medicine 4, no. 3 (2014): 1. http://dx.doi.org/10.5455/ctd.2014-183.

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35

EJIMA, Yutaka, Shin KUROSAWA, Hiroaki TOYAMA, Toshihiro WAGATSUMA, and Nozomu ABE. "Disaster Risk Management in the Operating Room." JOURNAL OF JAPAN SOCIETY FOR CLINICAL ANESTHESIA 33, no. 4 (2013): 531–38. http://dx.doi.org/10.2199/jjsca.33.531.

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36

SATO, Yuichiro. "Emergency Airway Management Outside the Operating Room." JOURNAL OF JAPAN SOCIETY FOR CLINICAL ANESTHESIA 42, no. 3 (May 15, 2022): 298–302. http://dx.doi.org/10.2199/jjsca.42.298.

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37

Hembree, LTC Patricia A. "Competencies for Management of the Operating Room." AORN Journal 85, no. 3 (March 2007): 645. http://dx.doi.org/10.1016/s0001-2092(07)60135-5.

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38

Koch, Fran. "Competencies for Management of the Operating Room." AORN Journal 79, no. 6 (June 2004): 1326–29. http://dx.doi.org/10.1016/s0001-2092(06)60891-0.

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39

Miller, Debra. "Competencies for Management of the Operating Room." AORN Journal 74, no. 1 (July 2001): 98. http://dx.doi.org/10.1016/s0001-2092(06)61128-9.

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40

Tsai, Mitchell H., Max W. Breidenstein, Timothy F. Flanagan, Andrew Seong, Bassam Kadry, Donna M. Rizzo, and Richard D. Urman. "Applying Performance Frontiers in Operating Room Management." A & A Practice 11, no. 11 (December 2018): 321–27. http://dx.doi.org/10.1213/xaa.0000000000000873.

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41

Ortega, Rafael, and Marcelle Willock. "Management Concepts in the Operating Room Suite." International Anesthesiology Clinics 36, no. 1 (December 1998): 31–40. http://dx.doi.org/10.1097/00004311-199803610-00006.

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42

Marco, Alan P. "Game Theoretic Approaches to Operating Room Management." American Surgeon 68, no. 5 (May 2002): 454–62. http://dx.doi.org/10.1177/000313480206800512.

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All interactions between people can be considered games with rules and outcomes. However, modern business practices demand that the players in the game go beyond traditional game theory and look at new ways to improve the outcome of the game. Choosing the right strategy is important to a player's success. A new business strategy, “co-opetition,” can be used to increase the value of the game (“create a bigger pie”) through cooperative behavior, whereas competition is used to divided the “pie.” By looking at how the players adopt simultaneous roles such as complementor and competitor the stakeholders in the operating room (managers, surgeons, anesthesiologists, and nursing staff) can apply the principles of co-opetition to improve the overall success of their facility. Such stakeholders can utilize knowledge of how populations act in games to enhance cooperative play. Adopting such a perspective may lead to increases in the satisfaction and morale of those involved with the operating rooms. Increased morale should increase productivity and staff retention and reduce recruiting needs.
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43

BUSHY, ANGELINE, and LESLIE FURLOW. "Conflict in the Operating Room." Nursing Management (Springhouse) 20, no. 4 (April 1989): 721. http://dx.doi.org/10.1097/00006247-198904000-00014.

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44

Bandi, Chaithanya, and Diwakar Gupta. "Operating Room Staffing and Scheduling." Manufacturing & Service Operations Management 22, no. 5 (September 2020): 958–74. http://dx.doi.org/10.1287/msom.2019.0781.

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Problem definition: We consider two problems faced by an operating room (OR) manager: (1) how many baseline (core) staff to hire for OR suites, and (2) how to schedule surgery requests that arrive one by one. The OR manager has access to historical case count and case length data, and needs to balance the fixed cost of baseline staff and variable cost of overtime, while satisfying surgeons’ preferences. Academic/practical relevance: ORs are costly to operate and generate about 70% of hospitals’ revenues from surgical operations and subsequent hospitalizations. Because hospitals are increasingly under pressure to reduce costs, it is important to make staffing and scheduling decisions in an optimal manner. Also, hospitals need to leverage data when developing algorithmic solutions, and model tradeoffs between staffing costs and surgeons’ preferences. We present a methodology for doing so, and test it on real data from a hospital. Methodology: We propose a new criterion called the robust competitive ratio for designing online algorithms. Using this criterion and a robust optimization approach to model the uncertainty in case mix and case lengths, we develop tractable optimization formulations to solve the staffing and scheduling problems. Results: For the staffing problem, we show that algorithms belonging to the class of interval classification algorithms achieve the best robust competitive ratio, and develop a tractable approach for calculating the optimal parameters of our proposed algorithm. For the scheduling phase, which occurs one or two days before each surgery day, we demonstrate how a robust optimization framework may be used to find implementable schedules while taking into account surgeons’ preferences such as back-to-back and same-OR scheduling of cases. We also perform numerical experiments with real and synthetic data, which show that our approach can significantly reduce total staffing cost. Managerial implications: We present algorithms that are easy to implement and tractable. These algorithms also allow the OR manager to specify the size of the uncertainty set and to control overtime costs while meeting surgeons’ preferences.
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45

Lovejoy, William S., and Ying Li. "Hospital Operating Room Capacity Expansion." Management Science 48, no. 11 (November 2002): 1369–87. http://dx.doi.org/10.1287/mnsc.48.11.1369.266.

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46

Foran (Touzeau), Paula. "The Value of Operating Room Experience in Post Operative Pain Management." Journal of PeriAnesthesia Nursing 27, no. 3 (June 2012): e38-e39. http://dx.doi.org/10.1016/j.jopan.2012.04.011.

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47

Carluccio, G., G. Olivo, A. Calisti, and A. Lotto. "Database of the operating room." Urologia Journal 61, no. 1 (February 1994): 43–44. http://dx.doi.org/10.1177/039156039406100108.

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Statistical evaluations and revisions of surgical case histories are often difficult since each surgical operation is defined by numerous data. In a traditional surgery-book such revisions are often not homogeneous because reported data are incomplete or inaccurate. Homogeneous and orderly files facilitate rational management and fast, correct research. On the basis of this consideration, we have been studying and proposing a database of surgical operations.
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48

Ejiri, Harumi, Hideto Imura, Reizo Baba, Akiko Sumi, Akiko Koga, Kaoru Kanno, Miho Kunimoto, et al. "Parental Accompaniment in Operating Rooms Reduces Child Anxiety." Healthcare 11, no. 16 (August 14, 2023): 2289. http://dx.doi.org/10.3390/healthcare11162289.

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Background: We believe that parental presence before the induction of anesthesia for surgery among children with a cleft palate/lip would be effective in mitigating their preoperative anxiety. Objective: We assessed the states of patients with a cleft palate/lip when their parents accompanied them into operating rooms and clarified their and their parents’ cognition using a questionnaire. Methods: Data were collected via nursing observation when patients and their parents entered the operating room. Furthermore, an anonymous questionnaire was administered to patients and parents after the operation regarding their feelings about parental presence in the operating room. Results: In total, nine patients cried when they entered the surgical room. Furthermore, six patients and three parents reported preoperative anxiety. In addition, eight patients agreed that they were satisfied with the presence of their parents before induction. Conclusion: Approximately half of the patients cried. However, the presence of parents before the induction of anesthesia was effective in reducing anxiety among most patients and their parents.
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49

Zhu, Xiaomin, Ying Xu, Xuefei Hu, Hong Ye, and Jun Xiao. "The Application Value and Influence of Integrated Nursing of Operating Room and Disinfection Supply Center Combined with 6Sigma Management in Operating Room Instruments." Computational and Mathematical Methods in Medicine 2022 (August 16, 2022): 1–6. http://dx.doi.org/10.1155/2022/8490473.

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In this study, 897 surgical instruments used for comprehensive management of hand supply from January to December 2019 were selected as the control group. Similarly, 1086 surgical instruments administered with 6Sigma from January to December 2020 were selected as the observation group. By observing and comparing the differences between the two groups of patients in the operating room equipment cleaning pass rate and general indicators, other related pass rate, operating room equipment defects, and doctors’ satisfaction with equipment, to explore the application value and influence of comprehensive nursing in operating room and disinfection supply center combined with 6Sigma management in operating room equipment management. The results show that the application of hand-supply integration combined with 6Sigma management has a good effect on operating room equipment management, which significantly improves the qualified rate of operating room equipment cleaning and the satisfaction of doctors to the equipment, and reduces the defects of operating room equipment, which has a certain reference value for operating room equipment management.
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50

Wichsova, Jana, and Jana Škvrňáková. "Key Skill Management in Operating Room – Results of ERASMUS+ project." Revista Romaneasca pentru Educatie Multidimensionala 13, no. 2 (July 2, 2021): 78–89. http://dx.doi.org/10.18662/rrem/13.2/411.

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The Key Skills Management in Operating Room (KSMOR) was a project that assessed key skills, knowledge, procedures and the degree of adaptation of perioperative nurses in operating theatres in the countries of the European Union (EU). Five EU countries participated in data collection. The respondents were perioperative nurses divided into two groups (with experience in operating rooms up to 2 years and over 2 years). The third group consisted of operating theatre managers who participated in the data collection and subsequently evaluated the user-friendliness of the questionnaires used for the data collection. The user-friendliness of the questionnaires was also assessed by all the perioperative nurses participating in the data collection. The majority of respondents from the Czech Republic rated the level of knowledge/skills at a good level, i.e. 2 points ("You are independent, you manage the procedure normally in your daily routine"), even for the group of the respondents with the length of experience in operating rooms up to 2 years. Both the managers and the perioperative nurses assessed the user-friendliness of the questionnaire on skills and knowledge of perioperative nurses positively. The output of the KSMOR project is an electronic version of the questionnaire on skills and knowledge of perioperative nurses, which enables evaluation and training of perioperative nurses not only in basic skills but also in very specific ones according to the particular field. It is also a suitable tool for the operating theatre manager for the management and evaluation of perioperative nurses, planning and support of educational activities and its subsequent integration into the operation of operating theatres.
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