Development of a web based monitoring system for safety and activity analysis in operating theatres

Frosini, Francesco; Miniati, Roberto; Avezzano, Paolo; Cecconi, G.; Dori, Fabrizio; Gentili, G. Biffi; Belardinelli, A.

doi:10.3233/thc-151073

Cited by 6 publications

(4 citation statements)

References 26 publications

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“…The next important result of implementing a risk management program in the operating room is achieving effective methods for reporting errors. A safety notification system, which is a system for monitoring the safety status (periodic repairs and recorded failures) of operating room devices and facilitating information about failures (36), a web-based monitoring dashboard (37), and automatic collection of computer data using technology (54) were among the methods of reporting errors. Identifying the main causes of errors is also one of the main results of implementing a risk management program.…”

Section: Discussionmentioning

confidence: 99%

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Active Risk Management Program in Operating Rooms of Hospitals in Different Countries: A Scoping Review Study

et al. 2023

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Context: Risk management in hospitals is essential for improving healthcare quality. This study analyzed the characteristics of risk management programs implemented in operating rooms of hospitals across countries worldwide. Evidence Acquisition: This study was a scoping review of online database studies, including Web of Knowledge, PubMed, Scopus, Cochrane, Springer, ProQuest, Iranian SID, and Magiran databases and the Google Scholar search engine. Three people independently performed the study selection, quality assessment, data extraction, and analysis among studies that reviewed risk management programs in health systems and those conducted outside the health system. Articles in non-English languages (including Persian) were excluded. Results: A total of 21 studies with similar purposes and data collection methods were included. The characteristics of risk management programs were classified into six main factors: Objectives, components, steps, results, prerequisites, facilitators of risk management programs, and 35 sub-factors. Conclusions: The conceptual framework of any risk management program should include at least the objectives: Risk eradication, safety promotion, quality improvement and prevention and reduction of risks, component: Communication and monitoring; steps: (1) Preoperative evaluation during (logging); (2) evaluation during surgery; (3) post-surgery evaluation (logout); and the results: Achieving effective methods in reducing errors; prerequisites: Human resource, knowledge and information, and facilitators such as the use of monitoring technologies and error detection and reporting in the operating room.

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Section: Discussionmentioning

confidence: 99%

“…status system to monitor the safety of operating room equipment (36), and use of a monitoring dashboard to collect information from devices in the room action (37). Financial resources are the last prerequisite for implementing risk management programs in the operating room.…”

Section: Discussionmentioning

confidence: 99%

Active Risk Management Program in Operating Rooms of Hospitals in Different Countries: A Scoping Review Study

et al. 2023

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“…). In dashboards whose purpose(s) were categorized as solely administrative (n=97), most included clinical end-users (n=74/97, 76.3%); few were used solely by non-clinical staff (n=21/97, 21.6%)[34,37,41,58,62,65,80,89,105,114,130,142,146,159,182,[184][185][186][187][188]; clinical users were almost always included as end-users regardless of why or where the dashboard was being used (Table3, cross tab of purpose x user group in Supplementary Table6).Of dashboards used exclusively in inpatient settings (n=63), most were used for administrative purposes (n=33/63, 52.4%)[22,30,31,37,53,61,71,75,82,86,87,95,98,108,110,116,124,130,131,133,137,142,143,151,170,[189][190][191][192][193][194][195][196], followed by clinical purposes (n=22/63, 34.9%) [23,29,38,46,51,55-57,63,70,78,84,96,102,111,113,125,129,140,197-199]. Prevalent uses for solely inpatient dashboards included performance monitoring (n=30/63, 47.6%)[22,30,31,53,61, 71,75,82,86,95,98,108,110,116,124,130,131,133,142,143,151,176,189-1...…”

mentioning

confidence: 99%

Scoping review of dashboards in health care: why, how, and for whom they have been developed, implemented, and evaluated (Preprint)

Helminski,

Sussman,

Pfeiffer

et al. 2024

Preprint

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BACKGROUND While dashboards are frequently used by health systems to monitor and improve performance, little is known about their characteristics and the processes used to incorporate them into practice. OBJECTIVE This scoping review aimed to explore published literature on health care dashboards to summarize why, how, and for whom they have been developed, implemented, and evaluated. METHODS MEDLINE, EMBASE, Web of Science and the Cochrane Library were searched from inception through July 2020. Studies were included if they described the development or evaluation of a health care dashboard with publication since 2015. Clinical setting, purpose (categorized as clinical, administrative, or both), and end-user were extracted for all studies. Data on dashboard development, design characteristics, implementation strategies, and evaluation were extracted only for studies published from 2018-2020. RESULTS Data was extracted for 199 dashboards described in 193 publications. The most common settings in which dashboards were used were inpatient (n=81/199, 40.7%) and outpatient clinics (n=68/199, 34.2%). Most dashboards had ≥2 stated purposes (n=142/199, 71.4%); of these, 97/199 (48.7%) were administrative, 68/199 (34.2%) were clinical, and 31/199 (15.6%) met both criteria. Most dashboards included front-line clinical staff as end-users (n=154/199, 77.4%). In the 118 dashboards published from 2018-2020, half involved end-users in the design process (n=59/118, 50.0%); fewer described formative usability testing (n=26/118, 22.0%) or use of any theory or framework to guide development, implementation, or evaluation (n=24/118, 20.3%). Dashboards tended to be web-based (n=41/118, 34.7%) or embedded directly into the electronic health record (n=17/118, 14.4%). Common implementation strategies used alongside dashboards included education (n=60/118, 50.8%), audit and feedback (n=59/118, 50.0%), and advisory boards (n=54/118, 45.8%). Evaluations of dashboards (n=84/118, 71.2%) were mostly quantitative (n=60/118, 50.8%), or mixed methods, combining dashboard or health record data with qualitative findings (n=18/118, 15.2%). CONCLUSIONS Dashboards in health care have been used in diverse settings, for multiple purposes and varied end users. The complexity of many dashboards – serving many purposes and end users at once – and the frequent expectation that clinicians will use them underscores the importance of systematic design and evaluation to ensure they are having the intended outcomes. Future work is needed to identify best practices for the development, implementation, and evaluation of health care dashboards. INTERNATIONAL REGISTERED REPORT RR2-10.2196/34894

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“…A gestão de centros cirúrgicos e salas cirúrgicas é de fundamental importância para otimizar a utilização desses recursos, maximizar a segurança, minimizar os custos de operação e satisfazer os stakeholders, principalmente os pacientes (AQLAN; ASHOUR; FROSINI et al, 2016). A fim de apoiar a gestão, as práticas e abordagens provenientes do Lean podem gerar benefícios para organizações do setor de saúde e seus departamentos, como centros cirúrgicos (FINE et al, 2009;MAZZOCATO et al, 2010;DELDAR et al, 2017).…”

Section: Contextualizaçãounclassified

Estruturação de um Sistema de Medição de Desempenho em centros cirúrgicos para apoiar iniciativas de >i<Lean Healthcare>/i<

Ulhôa¹

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como o mapeamento do fluxo de valor e quadros de gestão visual). Assim, um framework para SMD pode ser estruturado, unindo aspectos teóricos e práticos da pesquisa, de modo a alinhar e promover a medição, melhoria e gestão das operações e estratégias de um centro cirúrgico.Além do framework, um roteiro de seis fases para sua implementação foi desenvolvido, de modo a apoiar futuras replicações do SMD. Espera-se que a presente pesquisa apoie novos estudos teóricos e práticos sobre a gestão de operações na área da saúde, em especial no centro cirúrgico, de forma a aprimorar as práticas atuais e promover benefícios para pesquisas futuras.Palavras-chave: Lean. Sistema de medição de desempenho. Indicador de desempenho. Centro Cirúrgico. Sala cirúrgica.The use of Lean can improve production in order to increase process efficiency and quality.Systems, such as hospitals, have been using an approach named Lean Healthcare to create more value to their services delivered to patients, to reduce process wastes and to increase quality of care. In this setting, improvement opportunities in surgical centers and operating rooms, which are responsible for a relevant volume of hospital procedures and a significant share of revenue and costs structure, can be identified. In this context, performance measurement, as well as performance indicators management, have been shown as a tough task, and studies highlighted its relevance in Lean healthcare initiatives, which could support process improvement and provide relevant decision making based on precise and reliable information. From this premise, this research proposes the structuring of a Performance Measurement System (PMS) to support Lean practices introduction in surgical centers. This PMS was supported by a conceptual model based on eight requirements coming from theoretical aspects, such as literature reviews about the relationship of surgical centers management with Lean and performance measurement practices. The conceptual model made it possible to exemplify the requirements through a case study in a surgical center of a Brazilian hospital. Based on this case, practical aspects were observed and used to ground the proposed PMS, such as the development of five performance indicators categories (surgical volume, surgical processes, financial sustainability, resource management and stakeholders) and Lean practices tests (such as value stream mapping and visual management boards). Then, a PMS framework was structured, joining theoretical and practical aspects of the research, in order to align and to promote measurement, improvement and management of a surgical center's operations and strategies. Besides the framework, a sixphase implementation guide was developed, in order to support future replications of this PMS.It is expected that this research supports theoretical and practical studies in healthcare operations management, in order to improve the current practices and promote benefits for future research.

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Development of a web based monitoring system for safety and activity analysis in operating theatres

Abstract: Integration dashboards, as the one proposed in this study as a prototype, represent a governance model of economically sustainable healthcare systems capable of guiding the hospital management in the choices and in the implementation of the most efficient organizational modifications.

Cited by 6 publications

References 26 publications

Active Risk Management Program in Operating Rooms of Hospitals in Different Countries: A Scoping Review Study

Active Risk Management Program in Operating Rooms of Hospitals in Different Countries: A Scoping Review Study

Scoping review of dashboards in health care: why, how, and for whom they have been developed, implemented, and evaluated (Preprint)

Estruturação de um Sistema de Medição de Desempenho em centros cirúrgicos para apoiar iniciativas de >i<Lean Healthcare>/i<

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