Operating Room

For a year and a half, the University of Michigan Health System turned one of its head and neck surgery practices into a laboratory. The goal was to see if lean thinking techniques pioneered by the auto industry could be applied to the operating room in ways that simultaneous improved service for patients as well as improve overall efficiency.

There is nothing more challenging to effective cleaning than receiving instruments in the decontamination area that have dried blood on them. Reducing this concern has always been an issue.

"Superbug" bacteria are an ever-increasing threat to public health and are among the most difficult to treat. Many have built up a resistance to at least one type of antibiotic and often have the ability to spread readily throughout the environment. These traits contribute to the increasing number of patients that acquire superbugs. In just one example, a recent study showed the number of people diagnosed with community-acquired methicillin-resistant Staphylococcus aureus (CA-MRSA) rose from 24 cases per 100,000 people in 2000 to 164 per 100,000 in 2005.

Pressure ulcers have become more prevalent in hospitals and nursing homes in the last decade, even though preventative protocols backed by clinical research have been shown to be effective. Pressure ulcers, also known as decubitus ulcers, are skin lesions associated with pressure, moisture, and other factors. They can affect any area of skin and are especially common on the sacral area, greater trochanter, heels and other areas with bony prominences. Without adequate blood flow, the affected tissue dies.  If not properly treated these ulcers can evolve into deep wounds that go down to the bone and lead to serious and potentially life-threatening infections.

Theres no question the healthcare industry is at a critical juncture. The pressure on healthcare providers to offer value without sacrificing quality has never been greater. But for change to happen, the responsibility to find innovative solutions to reduce costs and increase quality care must be shared equally by all stakeholders, including hospital executives, staff members and suppliers. With reform imminent and budgetary pressures mounting, the time for action is now. Its no longer enough for hospitals to implement short-term solutions such as staff or service cutbacks. To reduce healthcare costs without compromising the delivery of care, hospitals must devise and execute long-term, fully integrated sustainability solutions.