Can you give us an example?
Mündermann: One example we are presently reviewing pertains to the transport of patients from the hospital ward to the OR. Since OR minutes are a very precious resource, the patient handoff needs to be as smooth and seamless as possible, so the OR is not left unused. This means that ideally, the next patient has to be transported from the ward and is ready to enter the OR at the end of the cleaning phase.
This is where correctly processed data from surgical equipment could help in predicting the estimated end of surgery with a certain probability. The OR coordinator could use this information to expedite the next patient’s transport.
The approach, in this case, is to optimally put all OR processes in place and make handoffs and transitions as smooth and seamless as possible. The operating room team should be able to focus on their medical tasks and not be bogged down by administrative or similar processes.
Another example for the systematic utilization of data would be “predictive maintenance“, meaning to predict when maintenance should be performed on equipment. If data can indicate where devices show wear and tear, the hospital is able to take action before any equipment failure actually occurs. In the case of an endoscope, for example, light source failure causes a major delay in the operating room process. Work, in this case, could be even more efficient if equipment data would be continuously collected and analyzed, allowing the determination when and where the light source loses intensity – possibly even before the loss can be visually noticed.
If you think about the future: how could hospitals utilize these types of data?
Mündermann: In this instance, I envision applications that use the data stream from surgical equipment to record OR processes and automatically identify OR progress. This smart data can subsequently support the OR coordinator in OR management or surgeons in preparing surgical case reports for example.
As already indicated, in the area of process support, there could be a conceivable tool that supports the OR coordinator with the visualization of the current OR status. The next patient could be transitioned more effectively, allowing for better OR process control. You can also take this idea one step further towards an “observant OR” that is able to support the team in its work in the future.