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Guidelines for Elective Pediatric Fiberoptic Intubation
Published on: January 17, 2011
Introducing a reserve waiting list initiative for elective general surgery at a District General Hospital
Vaki Antoniou1, Olivia Burke2, Roland Fernandes3
1Trauma and Orthopaedics, Lewisham and Greenwich NHS Trust, London, UK.
Insights
Reducing cancelled operations through a short notice surgical waiting list and fast track pre-assessment clinics significantly improved National Health Service theatre efficiency and patient care. These changes reclaimed valuable operating time and reduced financial losses.
Area of Science:
- Healthcare Management
- Surgical Operations
- Quality Improvement
Background:
- Cancelled elective operations incur substantial costs for the National Health Service (NHS), impacting theatre efficiency, finances, and training.
- Patient-related factors contribute to up to 93% of cancellations, leading to significant wasted operating time and resources.
- At a District General Hospital, approximately 18 operations were cancelled monthly, resulting in 27 hours of unused theatre time valued at £67,500.
Purpose of the Study:
- To reduce unused theatre time caused by cancelled elective general surgery operations.
- To enhance overall theatre efficiency and improve patient care within the NHS.
Main Methods:
- A retrospective quality improvement study was conducted.
- Baseline data on cancelled operations were collected through a review of theatre cases.
- Two interventions were implemented: a short notice surgical waiting list and fast track pre-assessment clinics.
Main Results:
- The short notice surgical waiting list reduced unused operating time by an average of 2.25 hours per month.
- The addition of fast track pre-assessment clinics further increased this reduction to an average of 11.5 hours over three months.
- These improvements led to a monthly economic impact of approximately £28,750 due to better utilization of theatre time.
Conclusions:
- Simple protocol changes, such as implementing a reserve waiting list and fast track clinics, can significantly improve NHS theatre efficiency.
- The study demonstrated enhanced patient satisfaction, increased training opportunities, and improved theatre utilization.
- Extrapolation suggests potential annual savings of £345,000, highlighting the benefit of wider implementation across surgical specialties and hospitals.
Abstract:
Cancelled operations represent a significant burden on the National Health Service in terms of theatre efficiency, financial implications and lost training opportunities. Moreover, they carry considerable physical and psychological effects to patients and their relatives. Evidence has shown that up to 93% of cancelled operations are due to patient-related factors. An analysis at our District General Hospital revealed that approximately 18 operations are cancelled on the day of surgery each month. This equates to 27 hours of allocated operating time valued by the trust as £67 500, not being used effectively. This retrospective quality improvement report aims to reduce unused theatre time due to cancelled elective operations in general surgery theatres-thereby improving theatre efficiency and patient care. To ascertain the baseline number of cancelled operations, an initial review of theatre cases was undertaken. Further review was then completed after implementation of two improvements-a short notice surgical waiting list and fast track pre-assessment clinics. The results showed that implementation of the reserve surgical waiting list reduced unused operating time by an average of 2.25 hours per month. By further adding in the fast track preassessment clinic, these figures increased to an average of 11.5 hours over the next 3 months. This precipitated a reutilisation of otherwise wasted theatre time. Economic impact of this time amounts around £28 750 a month, after implementation of both improvements. Simple protocol changes can lead to large improvements in the efficient running of theatres. The resultant change has improved patient satisfaction, led to greater training opportunities and improved theatre efficiency. Extrapolation of our results show better usage of previously underused theatre time, to the equivalent worth of £345 000. Further implementation of these improvements in other surgical specialities and hospitals would be beneficial.
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