Phased-in Surgical Case Cart Implementation Plan
If possible, find a way to begin the surgical case cart implementation slowly.
- Set up an implementation task force must include both the CS and the OR.
- Prepare “Functional Program” [flow chart with functions].
- Select a Specialty Service to Begin the the surgical case cart implementation.
- Review and optimimize the Surgeon Preference Cards for that Specialty Service
- Develop a list of items to be placed in Surgical Case Carts by CS for that Specialty Service.
- Enter the Surgeon Preference Cards in Computer for that Specialty Service.
- Order the initial inventory of necessary Surgical Case Cart supplies for that Specialty Service.
- Evaluate the need for a ‘Surgical Case Cart System specialist’.
- During the initial phase provide a Backup Surgical Case Cart for that Specialty Service.
- Implement deployment of the Surgical Case Carts for that Specialty Service.
- Evaluate the Surgical Case Cart inventory levels and methods of operation.
- Repeat for Other Services.
Phased-in Surgical Case Cart Implementation Plan
Surgical Case Cart Implementation:
Surgical Case Cart Stock Level Agreement.
There will be two primary differences of opinion driving how the Surgery and Central Supply Management Staff will implement and manage the Surgical Case Cart System: may want anything that could possibly be used on the Surgical Case Cart, may want only the items that will be used on the Surgical Case Cart.The Surgery and Central Supply Management Staff must reach a common understanding and goal for what supplies will be delivered by the Surgical Case Carts.
Surgical Case Cart Re-handling.
Items picked for the Surgical Case Cart that are not used must be re-handled to return to stock it.Returning items to stock expends as much labor cost as picking the item originally. Minimizing the re-handling of stock items can deliver a significant reduction in labor costs.
Surgical Case Cart ‘unofficial’ Supply Level Increases. The OR Staff will frequently find ways to increase the levels of supply based on the demands of the Surgeons. This is particularly true with the level of Instruments in Instrument Sets and the number of Specialty Instrument Sets. Supply levels tend to increase easier than they will decrease. OR’s are generally not well organized to manage supply inventories and the management of the inventories is typically not within the primary skill set of the OR Staff. The OR-CS Management Team should have efficient methods to monitor actual usage levels with which they will be able to establish and maintain optimal inventory levels. There should be no reason to ‘double-check’the Surgical Case Cart.
When the Surgical Case Cart arrives in the OR the OR personnel may not trust that Central
Processing has picked the Surgical Case Cart inventory properly. This will result in double-checking after the Surgical Case Cart arrives in the OR. If double-checking occurs, methods should be developed and implemented to reduce this behavior. Double checking is costly and can significantly reduce the cost savings available from a Surgical Case Cart System.
Surgical Case Carts will Impact your Management Staff.