The ending data reflected what we expected in that we would see a significant incline but
not quite the 100% compliance rate we are looking for. Our highest compliance rate has reached
90% and we have contributed the margin error to new staff that requires the proper teaching and
education. In conclusion I feel that the majority of staff was aware that they were not in
compliance with the time out but would proceed anyways due to the rush of the case or surgeon
or simply that they had become laxed in practice. Once the data was brought to staff attention
and the tracer audits began we saw a quick rise to expectations. Majority of tracer audits were
not announced which forced staff to comply with each case.
Repetition is seen as a way to increase improvement, my plan for sustainability will have
much to do with repetition. The surgical time out is a procedure that is performed with every
surgical case so the opportunity to practice / repeat is possible more than one time a day. As staff
members in the OR repeat the updated time out the correct way it will reinforce the policy and
assist in making it habit. During the Do phase of the SDSA cycle we will be giving and obtaining
feedback on what is working well and what is not, any barriers, as well as positive
reinforcement. We have discovered that speaking with individuals one on one privately is
effective because it holds that individual accountable regarding their faulty performance, but also
excludes the embarrassment or anger that would come in a group situation. Positive
reinforcement and recognition in the morning huddle however is a nice way to start the day,
individuals enjoy being recognized for a job well done.
Tracer audits will continue to be performed on a weekly or bi weekly basis and also as
surprise audits to assure we are keeping on track. There will continue to be new barriers,
suggestions, concerns, etc. that will arise and the only way to continue to improve is to keep a
record, the statistical analysis and numbers will show our progress and sustainability or lack of.
The work that is being put into this project has become standard, the nurse educator and unit
manager have agreed that tracer audits will continue on a regular basis, nurses who find
themselves with down time will perform audits on the surgical time out and data will be reported
for analysis. The sustainability concept falls in line with the values / mission statement of the
hospital to \"enhance the well-being of people in the communities we serve through a not-for-
profit commitment to compassion and excellence in health care services.\"
","abstract_html":"<p>The ending data reflected what we expected in that we would see a significant incline but</p> <p>not quite the 100% compliance rate we are looking for. Our highest compliance rate has reached</p> <p>90% and we have contributed the margin error to new staff that requires the proper teaching and</p> <p>education. In conclusion I feel that the majority of staff was aware that they were not in</p> <p>compliance with the time out but would proceed anyways due to the rush of the case or surgeon</p> <p>or simply that they had become laxed in practice. Once the data was brought to staff attention</p> <p>and the tracer audits began we saw a quick rise to expectations. Majority of tracer audits were</p> <p>not announced which forced staff to comply with each case.</p> <p>Repetition is seen as a way to increase improvement, my plan for sustainability will have</p> <p>much to do with repetition. The surgical time out is a procedure that is performed with every</p> <p>surgical case so the opportunity to practice / repeat is possible more than one time a day. As staff</p> <p>members in the OR repeat the updated time out the correct way it will reinforce the policy and</p> <p>assist in making it habit. During the Do phase of the SDSA cycle we will be giving and obtaining</p> <p>feedback on what is working well and what is not, any barriers, as well as positive</p> <p>reinforcement. We have discovered that speaking with individuals one on one privately is</p> <p>effective because it holds that individual accountable regarding their faulty performance, but also</p> <p>excludes the embarrassment or anger that would come in a group situation. Positive</p> <p>reinforcement and recognition in the morning huddle however is a nice way to start the day,</p> <p>individuals enjoy being recognized for a job well done.</p> <p>Tracer audits will continue to be performed on a weekly or bi weekly basis and also as</p> <p>surprise audits to assure we are keeping on track. There will continue to be new barriers,</p> <p>suggestions, concerns, etc. that will arise and the only way to continue to improve is to keep a</p> <p>record, the statistical analysis and numbers will show our progress and sustainability or lack of.</p> <p>The work that is being put into this project has become standard, the nurse educator and unit</p> <p>manager have agreed that tracer audits will continue on a regular basis, nurses who find</p> <p>themselves with down time will perform audits on the surgical time out and data will be reported</p> <p>for analysis. The sustainability concept falls in line with the values / mission statement of the</p> <p>hospital to "enhance the well-being of people in the communities we serve through a not-for-</p> <p>profit commitment to compassion and excellence in health care services."</p>","abstract_has_math":false,"creators":["Mariscal, Natalia E"],"institution":null,"degree_name":"Master of Science in Nursing (MSN)","degree_level":"Project/Capstone - Global access","degree_discipline":null,"degree_department":null,"school":null,"contributors":[],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2015,"date_issued":"2015-08-01T07:00:00Z","date_published":"2015-08-01T07:00:00Z","updated_at":"2026-07-24T05:43:17Z","subjects":["surgical time out","operating room","nursing","circulator nurse","surgical pause","wrong site surgery","Perioperative, Operating Room and Surgical Nursing"],"languages":[],"rights":[],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"https://repository.usfca.edu/capstone/177","outbound_label":"Repository record","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:creator","label":"Author","values":["Mariscal, Natalia E"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date.available","label":"Dc Date Available","values":["2016-08-16T07:00:00Z"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Project/Capstone - Global access"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Master of Science in Nursing (MSN)"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["surgical time out","operating room","nursing","circulator nurse","surgical pause","wrong site surgery","Perioperative, Operating Room and Surgical Nursing"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["https://repository.usfca.edu/capstone/177"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["The ending data reflected what we expected in that we would see a significant incline but
not quite the 100% compliance rate we are looking for. Our highest compliance rate has reached
90% and we have contributed the margin error to new staff that requires the proper teaching and
education. In conclusion I feel that the majority of staff was aware that they were not in
compliance with the time out but would proceed anyways due to the rush of the case or surgeon
or simply that they had become laxed in practice. Once the data was brought to staff attention
and the tracer audits began we saw a quick rise to expectations. Majority of tracer audits were
not announced which forced staff to comply with each case.
Repetition is seen as a way to increase improvement, my plan for sustainability will have
much to do with repetition. The surgical time out is a procedure that is performed with every
surgical case so the opportunity to practice / repeat is possible more than one time a day. As staff
members in the OR repeat the updated time out the correct way it will reinforce the policy and
assist in making it habit. During the Do phase of the SDSA cycle we will be giving and obtaining
feedback on what is working well and what is not, any barriers, as well as positive
reinforcement. We have discovered that speaking with individuals one on one privately is
effective because it holds that individual accountable regarding their faulty performance, but also
excludes the embarrassment or anger that would come in a group situation. Positive
reinforcement and recognition in the morning huddle however is a nice way to start the day,
individuals enjoy being recognized for a job well done.
Tracer audits will continue to be performed on a weekly or bi weekly basis and also as
surprise audits to assure we are keeping on track. There will continue to be new barriers,
suggestions, concerns, etc. that will arise and the only way to continue to improve is to keep a
record, the statistical analysis and numbers will show our progress and sustainability or lack of.
The work that is being put into this project has become standard, the nurse educator and unit
manager have agreed that tracer audits will continue on a regular basis, nurses who find
themselves with down time will perform audits on the surgical time out and data will be reported
for analysis. The sustainability concept falls in line with the values / mission statement of the
hospital to \"enhance the well-being of people in the communities we serve through a not-for-
profit commitment to compassion and excellence in health care services.\"
"]},{"key":"dc:title","label":"Title","values":["Performing a correct surgical time out"]}]}],"canonical_facts":{"dc:creator":["Mariscal, Natalia E"],"dc:date.available":["2016-08-16T07:00:00Z"],"dc:description.abstract":["The ending data reflected what we expected in that we would see a significant incline but
not quite the 100% compliance rate we are looking for. Our highest compliance rate has reached
90% and we have contributed the margin error to new staff that requires the proper teaching and
education. In conclusion I feel that the majority of staff was aware that they were not in
compliance with the time out but would proceed anyways due to the rush of the case or surgeon
or simply that they had become laxed in practice. Once the data was brought to staff attention
and the tracer audits began we saw a quick rise to expectations. Majority of tracer audits were
not announced which forced staff to comply with each case.
Repetition is seen as a way to increase improvement, my plan for sustainability will have
much to do with repetition. The surgical time out is a procedure that is performed with every
surgical case so the opportunity to practice / repeat is possible more than one time a day. As staff
members in the OR repeat the updated time out the correct way it will reinforce the policy and
assist in making it habit. During the Do phase of the SDSA cycle we will be giving and obtaining
feedback on what is working well and what is not, any barriers, as well as positive
reinforcement. We have discovered that speaking with individuals one on one privately is
effective because it holds that individual accountable regarding their faulty performance, but also
excludes the embarrassment or anger that would come in a group situation. Positive
reinforcement and recognition in the morning huddle however is a nice way to start the day,
individuals enjoy being recognized for a job well done.
Tracer audits will continue to be performed on a weekly or bi weekly basis and also as
surprise audits to assure we are keeping on track. There will continue to be new barriers,
suggestions, concerns, etc. that will arise and the only way to continue to improve is to keep a
record, the statistical analysis and numbers will show our progress and sustainability or lack of.
The work that is being put into this project has become standard, the nurse educator and unit
manager have agreed that tracer audits will continue on a regular basis, nurses who find
themselves with down time will perform audits on the surgical time out and data will be reported
for analysis. The sustainability concept falls in line with the values / mission statement of the
hospital to \"enhance the well-being of people in the communities we serve through a not-for-
profit commitment to compassion and excellence in health care services.\"
"],"dc:identifier":["https://repository.usfca.edu/capstone/177"],"dc:subject":["surgical time out","operating room","nursing","circulator nurse","surgical pause","wrong site surgery","Perioperative, Operating Room and Surgical Nursing"],"dc:title":["Performing a correct surgical time out"],"thesis:degree_level":["Project/Capstone - Global access"],"thesis:degree_name":["Master of Science in Nursing (MSN)"]},"updated_at":"2026-07-24T05:43:17Z"}