2006
DOI: 10.1308/147363506x110157
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'Dual operating' – an old innovation

Abstract: Surgical waiting lists have been a feature of the NHS landscape for so long that British patients and health professionals have grown accustomed to their existence and often accept them as inevitable. They are usually explained by 'lack of resources' or, more specifically, by 'lack of surgeons'. It is well known that for many years the UK has lagged behind other rich European nations in the proportion of the gross domestic product spent on public health and it is often assumed that underfunding alone is respon… Show more

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Cited by 4 publications
(4 citation statements)
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“…The median waiting time to subsequent symmetrization was 14 months in the study institution, which is a considerable amount of time for many women experiencing the psychological morbidity of asymmetry. Surgical waiting lists are usually explained by a ‘lack of resources’ or, more specifically, a ‘lack of surgeons’ 23 ; however, it is hoped that the approach described here demonstrates how a radical review of theatre practices and surgeon collaboration may optimize operating theatre time, improve surgical efficiency, and significantly reduce the number of patients on waiting lists for symmetrization surgery. The latter is critical in the era of the COVID-19 pandemic when providers are desperately seeking to streamline resources, optimize patient care, and reduce contact points or number of treatments in the hope of reducing transmission.…”
Section: Discussionmentioning
confidence: 99%
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“…The median waiting time to subsequent symmetrization was 14 months in the study institution, which is a considerable amount of time for many women experiencing the psychological morbidity of asymmetry. Surgical waiting lists are usually explained by a ‘lack of resources’ or, more specifically, a ‘lack of surgeons’ 23 ; however, it is hoped that the approach described here demonstrates how a radical review of theatre practices and surgeon collaboration may optimize operating theatre time, improve surgical efficiency, and significantly reduce the number of patients on waiting lists for symmetrization surgery. The latter is critical in the era of the COVID-19 pandemic when providers are desperately seeking to streamline resources, optimize patient care, and reduce contact points or number of treatments in the hope of reducing transmission.…”
Section: Discussionmentioning
confidence: 99%
“…One solution is to offer a synchronous two-consultant team approach with the goal of facilitating immediate symmetrization, reducing operating time 21 , 22 , maximizing list utilization 23 , and theoretically reducing costs 24 associated with the second hospital episode in a staged mammoplasty approach. A dual-operator approach is postulated to confer better control of the operative field, intraoperative recognition of technical errors, and better assistance for the primary surgeon, rendering a technically complex operation more straightforward 25 , but to date the approach has not been extrapolated to BCS.…”
Section: Introductionmentioning
confidence: 99%
“…An audit assessing the efficiency of dual surgeon operating versus conventional single surgeon structure for orthopaedics, demonstrated a significantly higher number of overall cases completed by the dual surgeon team, across 50 consecutive 3.5 h lists. 28 The dual surgeon team completed 270 cases overall, of which 75 were classified as major and complex. The conventional single surgeon cohort only completed 102 cases in the same time frame, of which only 35 were defined as major or complex.…”
Section: Challengesmentioning
confidence: 99%
“…The conventional single surgeon cohort only completed 102 cases in the same time frame, of which only 35 were defined as major or complex. 28 However, more research is needed within the field of general surgery to compare the impact of dual surgeon operating on productivity measures.…”
Section: Challengesmentioning
confidence: 99%