OP E R ATING THEATR E S
efficiencies in the operating theatre – it works most effectively as a holistic process, with multiple methodologies applied across teams. With its Operating Theatre Efficiency Partnership Programme, for example, Mölnlycke can help theatre departments to work smarter, not harder, identifying potential efficiency savings. The time saved can be used to increase the number of procedures, let staff spend more time with patients, reduce overtime or create time for staff training.
One key aspect is assistance with the development of customised procedure trays, which provide all the components needed for each surgery in a single package – reducing up to 40% of preparation time,2 minimising over-time for staff, and saving the time needed for a staff member to set up for each case. There was clear support for the greater use of customised procedure trays among respondents to the survey; 49% of HCPs said that their hospital is currently using customised procedure trays, with a further 47% stating that the provision of customised procedure trays could help them clear the surgical backlog. Reducing turnaround and freeing up staff time can also have a significant benefit on staff morale, creating a ‘much better’ work environment. Furthermore, minimising the time spent managing, unpacking, stocking and restocking surgical equipment moves staff time away from patient care, and creates unnecessary stress at a time when clinical teams are doing so much.
Learning through collaboration Finally, supporting hospitals to increase efficiencies goes beyond the four walls of the theatre. In the survey, Mölnlycke spoke to procurement managers and the wider supporting staff who help surgeons and nurses deliver the best outcomes for patients.
As the NHS accelerates towards greater digitisation, industry can play a supporting role in its delivery. 66% of respondents agreed that greater use of e-learning modules and online management tools for products would support their hospital Trust to clear the backlog for elective care.
It is clear the support that industry can provide extends far beyond the individual components for a surgical procedure. As the NHS accelerates towards greater digitisation, industry can play a supporting role in its delivery. 66% of respondents agreed that greater use of e-learning modules and online management tools for products would support their hospital Trust to clear the backlog for elective care. The survey highlighted the need for
industry to provide greater educational support alongside products and to contribute to continued career development at a time where internal resources are stretched. Nearly a third (32%) of respondents identified additional educational tools as the most important aspect their hospital Trust considers when purchasing a new product for use in surgery, with nearly half of respondents (46%) calling for industry to provide educational support to help clear the backlog of procedures at their Trust. Ultimately, there is no silver bullet to solving the crisis, and the health service will have to continue to display the extraordinary tenacity it has shown over the last year in order to meet this demand. Mölnlycke is striving to support the NHS
in this fight, whether by alleviating pressure by helping hospitals to identify efficiencies across the care pathway, or giving time back for clinical care through the delivery of customised procedure trays. It is important to provide HCPs with the tools that they need to enhance efficiency, reduce workload, and improve patient outcomes. Innovative solutions will be needed, going forward, to alleviate pressure on the system and make progress on clearing the backlog of surgery.
References 1 Mölnlycke, 2020. Occupational Health Survey. Data on file.
2 Greiling, M. A multinational case study to evaluate and quantify timesaving by using custom procedure trays for operating room efficiency. Data presented at European Association of Hospital Managers, September 2010 (poster).
CSJ
About the author
John Timmons qualified as a nurse in 1990 and has worked in many clinical settings over the years and has spent some time working in Australia. Following his time as a tissue viability nurse, he also ran an A&E department before moving into nurse education. He moved to work in industry in 2010 and is now the international medical director at Mölnlycke.
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