25 - Scan and Go Project: One Tap to Teamwork and Partnership Between OR and Supply Chain

Description:

Problem/

Purpose:
Houston Methodist The Woodlands operates 24 ORs serving various specialties such as general surgery, OB/GYN, orthopedics, ENT, plastics, neurosurgery, and cardiovascular cases. We currently do not have a standardized communication tool to inform the supply chain of low supplies. Effective communication is an essential tool needed to achieve specific goals (Hamkar, et al., 2024). A standardized communication protocols and digital tracking systems between perioperative services and supply chain significantly enhance resource availability, reduce disruptions, and support cost containment (Abraham et al., 2020).

We communicate through SMS, vocera, or phone calls. There are numerous supplies in the operating room that are vital for surgery and are irreplaceable. These items are critical for the case and may cause delays or even cancellations if not available. Currently, we request items for overnight delivery when we are low and need more for the next day and is sometimes accompanied by an additional fee. This project aims to reduce overnight requests and costs by creating a standardized communication tool between the OR and the supply chain.

Method:
A pre-intervention data is collected by gathering the data by identifying the number of overnighted items daily. Created a QR code for the Scan and Go project that includes 3 questions. A standardized communication tool using a QR code was created to establish a link that enables more effective communication with the supply chain for items that need to be reordered. The QR code directs staff to a three-question survey to identify the needed supply, and the request is received by the supply chain staff upon submission. The QR code is placed throughout the supply area in the OR.

Outcome/

Results:
On average, there were 5 items requested per day using the standardized communication tool. This can result into decreased number of expedited items up to 25 per week or $1250 dollars of overnight fees per day. There are no changes identified on expedited items, reevaluation will be done after 6 months.

The tool was found useful and user-friendly by both OR staff and supply chain. After 6 months of implementation, the communication tool will be reevaluated to identify any revisions needed based on feedback from the staff and supply chain. Audits will be done after implementation if the QR code is being used and identify any revisions needed. For future initiatives, it can be evaluated for the potential impact in efficiency.

Implications for Practice:
This initiative highlights the importance of having a standardized communication tool to bridge the gap between the supply chain and the OR, ensuring the availability of supplies for orthopedic and neuro surgeries.

Reference

Abraham, J., Zheng, K., and Patel, V. (2020). Improving communication in the operating room through standardized processes and health information technology: A systems approach. Journal of the American Medical Informatics Association, 27 (1). 145-153.

Hamkar, N., Bashar, H., & Hikmat, H. (2024). Effective communication as a tool for achieving organizational goal and objective. Journal for Research in Applied Sciences and Biotechnology. 3. 242-248. 10.55544/jrasb.3.3.37.