Riedl S
Abteilung für Allgemeine, Viszerale, Unfallchirurgie und Poliklinik, Chirurgische Universitätsklinik Heidelberg, Im Neuenheimer Feld 110, 69120 Heidelberg.
Chirurg. 2002 Feb;73(2):105-10. doi: 10.1007/s00104-001-0411-3.
The operating unit is one of the cost-intensive facilities in a surgical clinic with a pacemaking function for most of the internal procedures. The power of performance of the operating unit is based on the co-operation of all disciplines and professions involved. The key to management of the operating unit is not only to co-ordinate the daily procedures, but also to interact with support personnel. To ensure successful OR management, the internal structure of the OR must fit the clinical tasks and the available quantity of personnel in each profession must be co-ordinated. Sufficient utilization of resources and equipment must be guaranteed without cost-intensive over-capacities and patient flow must be orientated to OR capacities. The development of such a business structure requires the management to clearly define the goal, to know the actual on-site data in detail with regard to the idiosyncratic workings of each speciality and to clearly assign the competence of each member of the team working in the OR. Co-ordination of the operating unit is the main task of OR management, which must ensure the following: transparent and co-ordinated schedule management in the various operative specialities, goal-directed changes of the schedule with incorporation of emergencies, as well as effective organization of staff. In order to realize these tasks, it is reasonable to implement interdisciplinary rules of procedures. In addition, the assignment of a neutral decision-making body within the OR and the creation of an information center for all OR personnel. The challenge of OR organization in the future is to implement more effective documentation systems and active controlling within the OR. One can ensure adequate utilization of resources in the OR with prospectively oriented planning. Better transparence of operations in the OR contributes to increased efficiency. Implementation of quality management is the foundation for a successfully operating surgical hospital. Not only the productivity of individual members of the staff, but also the precise documentation of the quality of results will become important parameters in a successful surgical hospital, whose nucleus is the OR.
手术室是外科诊所中成本较高的设施之一，承担着大部分内部手术的起搏功能。手术室的工作效率基于所有相关学科和专业人员的协作。手术室管理的关键不仅在于协调日常手术流程，还在于与辅助人员进行互动。为确保手术室管理成功，手术室的内部结构必须符合临床任务要求，且每个专业的可用人员数量必须相互协调。必须保证资源和设备的充分利用，避免成本过高的产能过剩，患者流量必须与手术室容量相匹配。构建这样一种业务结构需要管理层明确界定目标，详细了解每个专业独特运作方式的实际现场数据，并明确分配手术室团队中每个成员的职责。手术室协调是手术室管理的主要任务，必须确保以下几点：各手术专科的日程管理透明且协调一致，能在纳入紧急情况的同时有针对性地调整日程，以及有效组织人员。为实现这些任务，实施跨学科程序规则是合理的。此外，在手术室内指定一个中立的决策机构，并为所有手术室人员设立一个信息中心。未来手术室组织面临的挑战是在手术室内实施更有效的文档系统和主动控制。通过前瞻性规划可以确保手术室资源得到充分利用。提高手术室手术的透明度有助于提高效率。实施质量管理是外科医院成功运营的基础。在成功的外科医院中，不仅员工个人的生产力，而且结果质量的精确记录都将成为重要参数，而手术室是其核心。
