OR Manager November December 2022 - 19
Technology
pening, decision makers must facilitate
strong communication between vendors
and OR staff and ensure that the right
training and protocols are being implemented.
This could translate into patients
and the general public having
more trust in AI, although there may
always be an element of natural distrust
in robotic surgery due to the innate lack
of humanity.
For now, the most significant obstacle
is the cost of having robotic technology
and reassuring healthcare leaders
that the technology will save more than
it costs in the long run. Increased trust
may be the key to promoting more innovation
and technological development.
As technology continues to advance,
hospitals and other facilities need to
establish trust in robotics by advertising
the benefits robots can bring to patients
and healthcare workers alike. ORM
-David Cotriss is an award-winning
writer who has covered business, technology,
and finance for over 30 years
and has published with The Economist,
CNBC, Engineering360, and
Entrepeneur.
References
Business case for the development of
robotic assisted surgery. Division of
Surgery, NHS Grampian Acute Sector.
November 2020.
Caversaccio M, Mantokoudis G,
Wagner F, et al. Robotic cochlear
implantation for direct cochlear access.
Journal of Visualized Experiments
(J Vis Exp). June 16, 2022.
Krigel M. UCSF performs first robotic
cardiac surgery. UCSF News. July
13, 2022.
Slabodkin G. Bill Gates-backed Vicarious
Surgical targets Intuitive, J&J,
Medtronic in abdominal robotic
surgery. MedTechDive. September
7, 2021.
Smith E, Chen P. UCLA study finds that
benefits of robotic surgery outweigh
costs. Daily Bruin. February 22, 2019.
www.ormanager.com
Robotics
Continued from page 15
Standardizing case set up and procedure
cards. A lot of work has been done
in standardization to help align teams,
including having:
* the same set each time (standard
trays)
* peel packed da Vinci instruments
* standardized procedure cards
* consistency throughout the system
* efficient staff breaks/lunches (sidebar,
p 15, Standardization of Case
Setup and Procedure Cards).
" Our back table is very simple, consistent,
and standardized, " says Reusch.
" We made our da Vinci trays and
surgeon preference cards universal
across the system, which helps when
our surgeons travel to each facility, and
we peel pack the da Vinci instruments, "
she says. This also helps with efficient
turnovers and staff breaks. In addition,
there are robotics core carts located directly
outside the robotics rooms, which
allow for quick access to supplies and
instruments when needed.
Establishing a Lean inventory. Lean
in this context means eliminating inventory
that is not needed. " We have
worked with Intuitive to review our instrument
usage, which has allowed us
to decrease all of the instruments that
are in the trays and to take out items
that are not used on every case, " says
Jump.
Having consistent turnover processes
and times. " This is something you have
to drive home with your teams, " says
Jump. " If you have good standardization
in place, you should, for the majority of
time, have a relatively stable process
for turning over cases. There should not
be a ton of variation. " Also, demonstrating
efficient turnovers during the day
results in the ability to schedule more
cases after-hours, which increases the
surgeons' faith in the system and encourages
them to add more cases to
the schedule.
Empowering anesthesia personnel.
Anesthesia personnel are a significant
part of the team that can make or break
the goals for the day, and empowering
them is necessary to achieve operational
excellence. " It is necessary
to standardize expectations with them,
make them a part of the team, and
empower them, " says Jump. It is important
to have anesthesia personnel
at every robotics steering committee
meeting, notes Reusch. " We share our
outcomes, the patients' outcomes, and
our data with them, so they understand
the whole picture instead of just looking
at the extra time the robot cases take, "
she says.
Collaborating with the sterile processing
department (SPD) and schedulers.
" We worked with SPD to standardize
our instruments and with our schedulers
to ensure the availability of those
instruments for a case, " says Jump.
" You have to work with your SPD personnel, "
notes Reusch. " Gaining proper
alignment with your SPD team will help
you smoothly execute all of the robotics
cases and the overall efficiency of your
program. "
Moving forward
Moving forward, it is important to consider
both the present and future generation
of surgeons. " Many new surgeons
are coming to us with the desire to only
do robotics surgery, " says Jump. " It
should be our goal to deliver the most
feasible products and services to our
surgeons, which will, ultimately, result
in the best care and outcomes for our
patients. " ORM
-Judith M. Mathias, MA, BS, RN, is the
clinical editor of OR Manager and was
clinical editor of the AORN Journal.
Reference
Jump J, Reusch C. Operationalizing a
total team approach for a robotics
service line. AORN. June 22, 2021.
OR Manager | Nov/Dec 2022 19
https://www.nhsgrampian.org/globalassets/foidocument/foi-public-documents1---all-documents/06.00RoboticsBusinessCaseFinalDraft.pdf
https://pubmed.ncbi.nlm.nih.gov/35786698/
https://www.ucsf.edu/news/2022/07/423291/ucsf-performs-first-robotic-cardiac-surgery-san-francisco
https://www.medtechdive.com/news/bill-gates-backed-vicarious-surgical-targets-intuitive-jj-medtronic/606122/
https://aorn.org/events/live-webinars/intuitive
https://dailybruin.com/2019/02/22/ucla-study-finds-that-benefits-of-robotic-surgery-outweigh-costs
http://www.ormanager.com
OR Manager November December 2022
Table of Contents for the Digital Edition of OR Manager November December 2022
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